HomeMy WebLinkAbout05-07-2019 Item 09 - Contract Amendments for Phase 4 and 5 of the WRRF
Department Name: Utilities
Cost Center: 6101
For Agenda of: May 7, 2019
Placement: Consent
Estimated Time: N/A
FROM: Aaron Floyd, Utilities Director
Prepared By: David Hix, Deputy Director, Utilities – Wastewater
SUBJECT: WATER RESOURCE RECOVERY FACILITY ENGINEERING SERVICES
DURING CONSTRUCTION AND PHASE 4 AND 5 PROGRAM
MANAGEMENT AND LABOR COMPLIANCE.
RECOMMENDATION
1. Approve a contract amendment with CH2M Hill Engineers (Jacobs), for engineering services
during construction of the Water Resource Recovery Facility Project, for an amount not to
exceed $5,142,138; and
2. Approve a contract amendment with Water Systems Consulting Inc. for program
management and labor compliance of Phase 4 and 5 of the Water Resource Recovery Facility
Project for an amount not to exceed $2,620,938.
DISCUSSION
On December 4, 2018, City Council authorized the Water Resource Recovery Facility (WRRF)
project to advertise for construction bids after the construction and bidding documents were
complete. On March 13, 2019, the WRRF project was advertised, with bids to be received by
Monday, May 20, 2019. On May 21, 2019, the City will begin the process of analyzing the bids
to determine which contractor provided the most responsive bid. Staff anticipates award of the
WRRF construction contract in June or July 2019.
The WRRF project will provide additional wastewater treatment to meet the State’s stringent
discharge requirements, provide additional capacity to meet the City’s General Plan, replace
aging infrastructure, maximize recycled water production and provide a community asset. The
WRRF project will utilize technology that will produce exceptional water quality and positions
the City to explore potable reuse options in the future.
Now that the WRRF project has completed the study and design phase it has officially entered
the construction and project close-out phases. As anticipated, for the largest capital improvement
project undertaken by the City, during construction, consultant services will be needed to assist
in the delivery of the WRRF project. These include Construction Management (CM),
Engineering Services During Construction (ESDC), Program Management (PM), and labor
compliance. On September 18, 2018, Council awarded a contract to Carollo Engineers to provide
the CM services for the WRRF project. The current request is to make awards for ESDC, PM,
and labor compliance services.
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Engineering Services During Construction of the WRRF
The plans and specifications for a complicated project such as th e WRRF are very
specialized and intricate. Larger projects like the WRRF retain the design engineer s through
construction to work with the project team to address the numerous required submittals,
provide information and clarifications to the construction contractor, and work closely with
the construction manager during construction of the project . Engineering services provide the
critical connection between owner, designer, construction manager, and the construction
contractor during construction. It is an ticipated that the City will receive over 1,500
submittals, request s for information, and other documentation related to specialized decisions
that will need to be made throughout the construction phase of the project.
The WRRF designer, Jacobs, has submitted a proposal (Attachment A) to provide construction
engineering services required during the construction of the WRRF. Jacobs will provide project
management, review, and approval of contractor equipment submittals, on-site engineering
services and project close-out services to successfully deliver this project. The City project team
and Jacobs have negotiated this agreement to ensure adequate resources to successfully deliver
this project and maintain a reasonable budget for construction.
The City did not request proposals from other design engineers, because Jacobs possesses
specialized and comprehensive knowledge of the design, specifications, schedule and sequencing
of the WRRF project. To bring in an outside designer with no or little experience with the project
likely would be more expensive, could compromise project quality, and would create delays as
the new firm would need to review and/or duplicate work previously completed to comes up to
speed with volumes of drawings, specifications and other critical details of the project. Jacobs
has been a highly engaged member of the WRRF project team and will continue to bring a
dedicated, qualified and communicative team to support the construction of the project and the
WRRF team. The Jacobs proposal is approximately 4.6 percent of the estimated construction
cost, including a modest technical contingency which is in-line with the industry average for a
project of this size and complexity.
Program Management (PM) and Labor Compliance Services During Construction of the
WRRF
On January 21, 2014, City Council awarded a contract to Water Systems Consulting, Inc. (WSC) to
provide program management services for the entire Water Resource Recovery Facility (WRRF)
project and authorized funding for Phase 1. Since that time, Council authorized funding for Phases 2 &
3 (Preliminary and Final Design) on June 16, 2015. Staff is recommending the authorization to proceed
with a contract with WSC for the two last program phases of the project because of WSC’s knowledge
of the project and program expertise. WSC has been a valuable partner to the project’s success and
changing program management services providers through completion of the project would be
financially costly, would compromise project timeliness, quality, and continuity, and would put the
City’s timely project delivery, as required by the City’s Time Schedule Order, at risk. Given the size
and complexity of this project, City staff alone does not possess the expertise, experience, resources, or
time to provide the needed management to ensure a successful project. WSC has provided a proposal
(Attachment B) for PM services for construction (phase 4) and close-out (phase 5) of the project.
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The PM support for these final phases include program planning and management, permitting,
funding and financing support, stakeholder engagement and outreach, coordinating and assisting
with CM, contactor and designer with plant operations to maintain compliance, start-up and
commissioning, and construction close-out. This proposal includes updated public outreach with
community workshops, a refreshed website offering frequently updated information, pictures,
videos and social media updates as construction progresses.
The scope also includes labor compliance provided by Golden State Labor Compliance, a sub
consultant to WSC. Golden State specializes in labor compliance and is familiar with Project Labor
Agreements and labor codes and the specific requirements outlined in this project’s Community
Workforce Agreement (CWA). Like Jacobs, the City and WSC negotiated this agreement to ensure
adequate PM resources and maintain a reasonable construction budget. WSC’s proposal is
approximately 2.3 percent of the project construction phases, including labor compliance, which is
appropriate for these last phases of the project.
Next Steps
In June or July of this year, staff will provide a recommendation to award the construction
contract. Because of the current uncertain nature of the bidding climate, staff anticipates two
different scenarios. If the WRRF project, including the Water Resource Center, comes in within
the recommended construction budget of $111,600,000, staff will recommend the City Manager
award the contract, as authorized in the December 4, 2018, Council agenda report (Attachment
C). If the project exceeds the estimated construction budget, staff will return to Council to
explain any changes to the scope of the project, budget, and to recommend a path forward.
The construction phase of the WRRF will take 44 months, with some additional time after that
for project close-out. Below is an updated timeline of the project, including project close-out.
Staff believes that a Notice to Proceed can be issued to the selected contractor in August 2019
with major construction activities beginning in October 2019. All required construction permits
for this project have been secured.
Policy Context
The WRRF project upgrade involves several processes to ensure compliance with the City’s
stringent requirements for treated wastewater discharge. The project will also increase capacity
that aligns with the City’s General Plan and maximizes recycled water production.
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Public Engagement
Public outreach and engagement for the WRRF project and grant funding opportunities began at
the first steps of this project. The WRRF project continues engagement activities through the
project website http://slowrrfproject.org, updates in the Utilities Department Resource
newsletter, tours, presentations, and other events.
CONCURRENCE
The Public Works Department concurs with the construction services and staff recommendation.
ENVIRONMENTAL REVIEW
The Environmental Impact Report (EIR) for the WRRF Project was certified by the City Council
on August 16, 2016.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2019-2022
Funding Identified: Yes
The construction phase of the WRRF project will primarily be financed through a low-interest
State Revolving Fund (SRF) loan administered by the State Water Resources Control Board
Water Recycling Funding Program. The construction budget for the bid documents was set at
$111,600,000, with construction phase professional services at $16,048,528. In order to adjust to
the loan amount available, the project will carry an 11-percent contingency which amounts to
$12,351,472. The table below breaks down these services and the costs.
Construction phase professional services include construction management, engineering services
during construction, labor compliance with the C W A administration, and phase 4 and 5
program management. These services are eligible for reimbursement from the SRF loan.
The total construction budget, contingency, and construction phase professional services are
provided below. As stated above, the contingency has been adjusted from 12 percent to 11
percent, which is reasonable and adequate for this type of project with a complete and final cost
estimate.
Construction Phase Professional Services
Construction Management– Carollo*
*Awarded September 2018
$8,285,452
Program Management – WSC $2,353,188
Engineering Services - Jacobs $5,142,138
Labor Compliance – Golden State $267,750
Total $16,048,528
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WRRF Project Budget
Construction cost budget $111,600,000
Project contingency / budget allowance (11%) $12,351,472
Construction Phase Professional Services $16,048,528
Total $140,000,000
Maximum SRF Loan Amount $140,000,000
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
including debt
payment
Total Construction
Cost
Sewer Fund $7,763,076 $9,799,114 $140,000,000
State
Federal
Fees
Other:
Total $7,763,076 $9,799,114 $140,000,000
The City recently signed the agreement to receive $78,125. from the Integrated Regional Water
Management (IRWM) Plan for a planning grant related to value engineering for the WRRF
project. Two other grants are in the approval process; CalOES and an IRWM implementation
grant. The CalOES grant is still being processed; if awarded, the CalOES grant will provide
approximately $2 million in grant funding for flood improvements at the WRRF. Staff recently
submitted an IRWM implementation grant application to fund $3.1 million in treatment
improvements at the WRRF. Staff believes it has a very competitive IRWM application and is
hopeful of some level of funding. The City will be notified if the grant proposal is approved to
advance to the funding stage in May at which point staff will return to Council for permission to
accept this grant funding.
ALTERNATIVES
Elect not to approve construction phase professional services or changes scope of agreements.
The City Council may elect not to approve these services or change their scope. Staff does not
recommend this alternative due to the expertise required to deliver this project. Not approving these
agreements or changing their scope may result in delayed construction and completion of the project.
Attachments:
a - Jacobs Proposal & CH2M Hill Engineers, Inc. Contract Amendment No. 4
b - WSC Phase 4-5 PM Proposal & Amendment No. 4
c - Dec. 4, 2018 Staff Report- WRRF Project Bid Authorization
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AMENDMENT TO AGREEMENT NO. 4
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on
______________________, by and between the CITY OF SAN LUIS OBISPO, a municipal corporation, herein after
referred to as City, and CH2M Hill Engineers, Inc., hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, on November 23, 2015 the City entered into an Agreement with Contractor for Design Services
for the Water Resources Recovery Facility per Specification No. 91363; and
WHEREAS, the City desires to amend the scope of services to include Services During Construction for the
Water Resource Recovery Facility project.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter
contained, the parties hereto agree as follows:
1. The scope of services and related compensation is hereby amended as set forth in Exhibit A attached
hereto.
a. Services During Construction per proposal dated April 2, 2019, at a cost not to exceed
$5,142,138 on a time and materials basis.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year
first written above.
ATTEST: CITY OF SAN LUIS OBISPO
____________________________________ By: ____________________________________
Teresa Purrington, City Clerk Mayor Heidi Harmon
APPROVED AS TO FORM: CONTRACTOR
_____________________________________ By: ____________________________________
Christine Dietrick, City Attorney
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City of San Luis Obispo
Water Resource Recovery Facility Project
Services During Construction
April 2, 2019
Introduction
Jacobs agrees to furnish the following construction phase services for the City of San Luis
Obispo Water Resource Recovery Facility (WRRF) Project (the Project). Jacobs shall
commence work upon receipt of Notice to Proceed for this phase of services from the City of
San Luis Obispo (City). The services to be provided during the construction phase are
intended to assist the City in administering the construction contract, providing engineering
services during construction (SDC), verifying that the Contractor’s work is in substantial
compliance with the Contract Documents and design intent, and assisting the City in
responding to events that occur during the construction. The following key assumptions
were made in the compilation of this Scope of Work and in estimating the level of effort:
• The Project will be constructed under a single construction contract issued to the single
Construction Contractor (Contractor).
• Jacobs’s services are based upon a construction duration of 43.5 months (August 2019 to
March 2023). It is expected that the Jacobs support will ramp up at the end of 2019 and
ramp down in 2023 during the final completion period (estimated to be 60 calendar days
following Substantial Completion). The actual effort is based on a 40-month period of
main SDC activity.
• The number of submittals is based on 1.00 submittal per design drawing. Jacobs’s
submittal review will include up to a 50 percent resubmission rate, with a review time of
50 percent less for a resubmission. The number of Requests for Information (RFIs) is
based on 1.2 RFIs per design drawing. Deviations from the anticipated schedule or
duration of construction, or increased numbers of submittals and RFIs, may materially
affect the scope of these services and Jacobs’s compensation and may constitute
additional services.
• The City will contract directly with the Contractor and will be actively involved in the
construction process to make decisions, provide approvals, and perform other actions
necessary for the completion of construction.
• The City has contracted directly with a Construction Management (CM) services firm. It
is the intent of the City that the CM provide Construction Management, daily on-site
inspection for all construction trades, monitor compliance with the contract documents
and quality assurance of the work on the Project. The CM shall perform all services
described in the Contract Documents as being required by the Resident Project
Representative (RPR).
• The City team will include the services of the Program Manager, Water Systems
Consulting, Inc.
• Jacobs will not be responsible for the means, methods, techniques, sequences or
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procedures of the Contractor, nor shall Jacobs be responsible for the Contractor’s failure
to perform in accordance with Contract Documents. Management of these activities will
be the responsibility of the City and the CM.
• Jacobs will not be responsible for the monitoring or review of the Contractor’s cost and
schedule performance during construction. This work shall be performed by the CM.
• The CM will establish and administer the document management system (Procore) for
managing, tracking and storing relevant documents between the Contractor, CM, Jacobs
and the City. Jacobs will utilize the electronic document management system (Procore)
exclusively to transmit submittal reviews, RFI responses, correspondence and other
project-related documentation.
• Jacobs will not be responsible for site coordination including conducting the Pre-
Construction Conference, partnering sessions, project site meetings, issuance of field
instructions, monthly progress reporting and mobilizing the site team. These services
will be provided by the CM.
• The CM shall be responsible for confirming the Contractor maintains detailed as-
built drawings.
• Jacobs will not be responsible for providing construction contract administration
including processing of monthly payment requests from the Contractor, Contractor
schedule revisions and analysis, providing correspondence to the Contractor, receiving
correspondence from the Contractor and maintaining correspondence files. These
services will be provided by the CM.
• Jacobs will not be responsible for receiving claims and disputes from the Contractor and
providing resolution. These services will be provided by the CM. It is anticipated that
Jacobs will provide input into claims and disputes with the Contractor.
• Jacobs will be promptly notified of any development that affects the scope or timing of
Jacobs’s services, or of any defect in the work of Jacobs or the Contractor.
• Any labor and expenses required to address non-Jacobs design-based construction
changes, unforeseen subsurface conditions or additional construction requested by
the Contractor or the City will constitute additional services subject to compensation
through the Technical Contingency. Jacobs will not be responsible for any labor and
expenses required to address changes or additional construction related to Jacobs’
design that fall within the standard of care of the industry for this type of project.
• Any claims resolution or litigation assistance requested of Jacobs by the City will
constitute additional services.
• Cannon Corporation and MWA Architects will provide review of submittals and
Requests for Information (RFIs) related to their design. Subconsultant costs will
be marked up 5% by Jacobs.
• Jacobs will not be responsible for agency or permitting coordination through the
construction phase which may include but not be limited to submission of deferred
submittals, agency inspections, test reports, notifications or other follow-up
correspondence. These services will be provided by the CM.
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Health and Safety
Jacobs will manage the health, safety and environmental activities of its staff and the staff of
its subcontractors (Subs) to achieve compliance with applicable health and safety laws and
regulations.
Jacobs will coordinate its health, safety and environmental program with the responsibilities
for health, safety and environmental compliance specified in the Contract for Construction
between the City and the Contractor. Jacobs will coordinate with responsible parties to
correct conditions when observed that do not meet applicable federal, state and local
occupational safety and health laws and regulations, when such conditions expose Jacobs
staff or Subs staff to unsafe conditions.
Jacobs will notify affected personnel of any site conditions posing an imminent danger to its
staff which Jacobs observes.
Jacobs is not responsible for health or safety precautions of the Contractor or its employees,
the City, CM or Program Manager. Jacobs is not responsible for the Contractor’s
compliance with the health and safety requirements in the Contract for Construction, or
with federal, state, and local occupational safety and health laws and regulations.
Task 1 Project Management
Jacobs will provide Project Management for SDC as defined below:
Task 1.01 – Project Administration
Jacobs will provide draft and final (incorporating City comments) construction phase
services Project Execution Plans to include work planning, staff scheduling, budget control,
records management, communication protocols and related functions for management of
Jacobs ‘s Project Team for the 43.5-month construction period. The actual effort is based on
a 40-month period of main SDC activity. Jacobs will prepare monthly invoices and provide
required information for the CM’s Project Monthly Status Report. Jacobs’ monthly report
will include a summary of the submittals and RFIs reviewed during the reporting period,
the number of meetings attended, utilization of technical contingency, and other key
issues.
Task 1.02 – Communications
Jacobs will provide routine communications with the CM in accordance with the lines of
communication set forth in the Construction Management Plan prepared by the CM
including proactive issue resolution through phone calls, emails, and/or meeting
attendance. Formal communications will be documented through the electronic document
control system (Procore), and the CM will be provided a copy of the communication
documentation. Jacobs will attend and participate in the 2-hour weekly construction
progress meetings during the 40-month construction period along with an estimated six (6)
public relations/regulatory meetings. Attendance in the weekly construction progress
meetings will be via teleconference for the project manager. The Jacobs resident engineer
will attend the weekly construction progress meetings in person for the duration they are
assigned to the Project. The Jacobs project manager will attend weekly construction
progress meetings after the resident engineer transitions off the Project. Any technical
support in the weekly calls shall be covered under the technical contingency.
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Task 1.03 – Coordination
Jacobs will mobilize a resident engineer on-site through the completion of the liquids phase
improvements milestone (estimated to be 25 months) to provide site coordination between
Jacobs, Contractor, CM and the City. Jacobs will coordinate the activities of its Subs. The
costs for this task are included in Task 3.01 and Task 3.02.
Task 1.04 – Pre-construction Conference
Jacobs will attend the Water Resource Recovery Project pre-construction conference with the
Contractor, CM and the City. The purpose of the meeting will be to review the roles and
responsibilities, procedures, communication plan, conflict resolution plan, record keeping
requirements, and other information pertinent to the execution and completion of the work.
It is anticipated that the CM will lead the meeting, prepare the required materials, and
prepare and distribute meeting minutes. It is assumed that there will be three (3) attendees
from Jacobs for the Pre-Construction Conference Meeting (Project Manager, Assistant
Project Manager, and Design Manager). The meeting duration is assumed to be four (4)
hours.
Task 1.05 – Partnering
Jacobs shall attend partnering sessions with the Contractor, CM and the City. Jacobs will
attend the initial 4-hour Executive Partnering Workshop and 8-hour Initial Partnering
Workshop.
Thereafter, Jacobs will participate in eight (8) hour follow-up sessions every three (3)
months for a total of twelve (12) sessions, to ensure that the commitments made are updated
and being followed by all parties. It is assumed that there will be the following attendees at
the workshops from Jacobs
• Initial Executive Partnering Workshop – Two attendees (PM and Project Principal)
• Initial Partnering Workshop - Two attendees (PM and Resident Engineer)
• Partnering meetings for the remainder of the Project – Two attendees (PM and
Resident Engineer while assigned to Project)
Task 1.06 – Project Management Meetings
Jacobs will attend the following project management meetings
• The PM will attend monthly CMT meeting (40 total meetings)
• The PM and RE (while assigned to Project) will attend monthly Project
Management meetings (40 total meetings)
The Project Management and CMT meetings will be held on the same day.
Task 1.07 – Conformed Documents
Jacobs will create a set of conformed documents for use during construction. The conformed
set will incorporate all items revised through the Addenda process. Two full size sets of
drawings and specifications will be provided along with one electronic file in PDF and one
CADD file of the drawings.
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Task 2 Submittal Review, Requests for Information (RFIs)
and Clarifications, Modifications and Document Tracking
The following sections apply to the Water Resource Recovery Facility Project.
Task 2.01 – Submittal Review
Jacobs will assist the CM and the City in reviewing and responding to any Contractor
requests for substitution of materials and equipment. Jacobs will review such requests and
will advise the CM and the City as to the acceptability of such substitutions.
Jacobs will review the Contractor’s shop drawings, samples, and other submittals for
general conformance with the design intent and the requirements of the Contract
Documents. Jacobs’s review will occur after the CM has confirmed general compliance with
the submittal transmittal requirements. Such review by Jacobs, shall not relieve the
Contractor from its responsibility for performance in accordance with the contract for
construction, nor is such review a guarantee that the work covered by the shop drawings,
samples and submittals is free of errors, inconsistencies or omissions. Jacobs’s services are
based on an estimated number of submittals shown in the table below, with a review time of
5.7 hours per submittal. Jacobs’s submittal review efforts will include a maximum
resubmission rate of 50 percent, with a review time of 2.9 hours per resubmittal. This level of
effort includes attendance and participation in pre-submittal and submittal issue resolution
meetings as required by appropriate technical staff.
BASIS OF EFFORT
Contract Number of
Drawings
Number of
Submittals 1
Number of
Resubmittals 2
WRRF Project 1000 1000 500
1. Based on 1.0 submittals per drawing
2. Assumes 50 percent resubmission rate
Should additional reviews be required, Jacobs shall track these costs to be entitled to
additional compensation consistent with the provisions of the Contract Documents. The
quantity of submittals assumes that the CM will review a portion of the Contractor’s
submittals. Jacobs will not review more submittals than shown under the base scope of
work. Jacobs will utilize Adobe Acrobat or Bluebeam Revu, and electronic signatures for
processing Web-based submittals. A cover sheet with the stamped review action and a
tabulation of the review comments will be included with each submittal review. All
submittals are to be in bookmarked PDF electronic format only. All submittal responses
will be posted to the electronic document control system (Procore).
Task 2.02 – RFIs and Clarifications
Jacobs will review and respond to the Contractor’s requests for information (RFIs) and/or
contract clarification information requests (CCIRs). Jacobs’s services are based on an
estimated number of RFIs shown in the table below, with a review time of 3.0 hours per RFI.
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BASIS OF EFFORT
Contract Number of
Drawings
Number of
RFIs 1
WRRF Project 1000 1200
1. Based on 1.2 RFIs per drawing
Should additional RFIs be submitted, Jacobs shall track these costs in order for additional
compensation to be considered by the City. Jacobs will only respond to the quantity of
RFIs shown under the base scope of work. The level of effort is based on the City and CM
reviewing some of the RFIs submitted by the Contractor.
Jacobs will coordinate such reviews with the design team and with the CM as appropriate,
including participation in meetings to facilitate RFI resolution. Jacobs will coordinate and
issue responses to the requests via the electronic document control system (Procore).
Task 2.03 – Modifications
All work required to implement changes or modifications to the construction Contract
Documents for City or Contractor initiated change orders shall be authorized under the
technical contingency.
Task 3 – On-Site Services
Task 3.01 - Site Visits
Jacobs will not provide members of the design team to make periodic site visits covering
work such as electrical, mechanical equipment placement, architectural, HVAC, site civil
and other technical disciplines under the base scope of work. All CM or Owner requests
for site visits related to key design issues shall be covered under the technical contingency.
Jacobs will only witness the factory witness testing required by the construction Contract
Documents including the UV system, membrane equipment system, motor control centers,
diesel generator, and programmable logic controllers. All other factory testing will be
covered under the technical contingency.
Specifically, for the I&C, Jacobs will participate in the factory testing, functional test part 1,
functional test part 2, and performance testing. For each site visit, Jacobs will take
photographs and will prepare a site visit report that documents the purpose of the site visit,
the outcome and results of the site visit, a punch list of outstanding issues or items for
correction and ultimately a recommendation as to the pass/failure of the system/equipment
based on the criteria outlined during the site visit. The site visit report will be posted to the
electronic document control system (Procore).
Jacobs will participate in the company of the CM and Contractor in a site visit for the
purposes of determining Substantial Completion of the Project Milestones in accordance
with the construction Contract Documents. When ready, the Contractor will request the
substantial completion site visit. The CM will prepare a list of items to be completed or
corrected. Jacobs will review the list for concurrence. This will also include the
instrumentation and control system start-up punch lists based on observations during on-
site testing.
Jacobs will support the commissioning activities associated with the Water Resource Center
(WRC). These services include coordination with the third-party commissioning agent and
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include completion of the commissioning (CXR) certificate of compliance forms. The City
will hire the third-party commissioning agent to witness the testing activities required by
the construction Contract Documents.
Jacobs will attend and participate in all software design workshops, control systems
integrator coordination workshops and MCC integration workshops specified in the
construction Contract Documents.
Jacobs will perform the structural and geotechnical special inspection and observation as
required by the construction Contract Documents and applicable codes. Jacobs will prepare
the required structural observation and geotechnical special inspection reports and post the
documents to the electronic document control system (Procore).
Jacobs will attend coordination meetings with PG&E for the new electrical service
installation.
The assumptions in the following table were used to estimate hours for site visits, factory
tests, factory acceptance tests and substantial completion site visits.
BASIS OF EFFORT
Activity Staff Duration Visits Hr / Visit
Factory Acceptance Tests
UV Disinfection 3 5 days 1 40
Membrane Equipment System 3 10 days 1 80
Motor Control Centers 2 5 days 3 40
Diesel Generator 1 3 days 1 32
Factory Software Demonstration Testing as
described in 40 96 00 – 3.01
1 5 days 3 40
Total Hours 752
Site and Other Testing
HVAC and Odor Control Commissioning
Support (does not include WRC
commissioning)
1 2 days 8 24
Software Design Workshops described in
40 96 00 – 1.06 and Vendor Coordination
Workshops for Aeration Blowers, Sludge
Thickening, and Solids Loadout described
in 40 96 00 – 1.07. Other Vendor
Coordination Workshops are covered under
the equipment Factory Acceptance Test
staff.
1 1 day 9 8
Structural site visits 1 1 day 50 16
Geotechnical site visits 1 1 day 20 16
PG&E Coordination 1 2 days 3 16
Substantial Completion Visits 3 3 days 1 32
Total Hours 1512
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Notes:
1. Hours per visit include 8 hours of travel time for Corvallis staff. Travel will be during
regular business hours.
2. Structural and geotechnical site visits are based on each facility being ready for inspection
independently, one at a time, with multiple trips required per facility for structural.
3. Additional factory tests or any site visits, as requested by the CM, will be
performed as Technical Services, entitling Jacobs to additional compensation.
Task 3.02 – Resident Engineer
Jacobs will provide an on-site senior resident engineer to facilitate Contractor submittal and
RFI coordination with Jacobs’s design center as well as other communications between
Jacobs and Contractor, CM and the City.
Jacobs resident engineer will attend weekly construction progress meetings with the CM,
Contractor, and the City. Jacobs will also attend meetings, such as presubmittal,
maintenance of plant operation, Joint Test Group, and other meetings as may be required to
review and resolve issues.
Jacobs’ resident engineer will be assigned to the Project through the completion of the
liquids phase improvements milestone (estimated to be 25 months from the effective date of
the construction Notice to Proceed).
Task 4 Closeout Phase Services
Jacobs will assist the City in closing out the Contract for Construction and commencement
of the City’s use of the completed Work. Jacobs’s services will include the following.
Task 4.01 – Startup and Commissioning Services
Jacobs will assist the CM, Contractor and the City in the startup of the new unit processes
and auxiliary system, while the City’s Operations Staff will operate the new unit processes
during startup. The services under this task will include review and preparation of testing
procedures, assistance in trouble shooting, providing testing observation support for the
systems integrator work, participation in Joint Test Group meetings as specified in the
construction Contract Documents, support to the Joint Test Group, and fine-tuning
operation. The City’s Operations Staff will operate the new facilities or unit processes
during commissioning and after acceptance in coordination with the Contractor. Startup
and commissioning will occur at the individual process unit level and not at the facility
level. For estimating purposes, it is assumed that there will be twenty-four (24) different
unit processes that will be started up and commissioned, as delineated by the following unit
processes:
1. Headworks
2. Flow Equalization
3. Primary Clarification (including primary sludge pumping)
4. Primary Effluent Diversion
5. Primary Effluent Screens
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6. Bioreactor Basins 1 & 2
7. Bioreactor Basins 3 & 4
8. Blower Systems
9. Membrane Equipment System and Tanks
10. UV Disinfection
11. Effluent Structure (Cooling and 3W Pump Station)
12. Filtrate Equalization
13. Air Gap Building (1W Pumping)
14. Sodium Hypochlorite System
15. Ferric Chloride System
16. CEPT System
17. Supplemental Carbon System
18. Sludge Blending
19. Sludge Thickening
20. Digesters 1 & 2 (Will be done at separate times)
21. Digester Complex
22. Digested Sludge Storage
23. Dewatering (loadout)
24. Odor Control
In addition, auxiliary systems will be tested to support the unit process startup. These
include the following systems:
1. SCADA system
2. Electrical Service and Distribution
3. Standby Diesel Generator
4. Building Systems (HVAC, plumbing, etc.)
5. Landscaping
6. Corrosion control
7. Water quality instrumentation
8. Security Systems
9. Fire Protection
It is assumed that most of the auxiliary systems will not require support from Jacobs for the
testing, except for the electrical motor control centers, SCADA system, and standby diesel
generator.
It is anticipated that the Contractor will develop and distribute the startup schedule several
months ahead of the anticipated time for startup. Jacobs will closely coordinate this activity
with the CM.
Task 4.02 – WRC Startup Services
It is anticipated that the Owner will hire a third-party Commissioning Agent for the startup
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and commissioning services for the WRC in compliance with the Energy Code. The Jacobs
team will provide support for questions related to the design and has budgeted four trips of
16 hours each to the site for WRC startup support.
Task 4.03 – Training
Jacobs will provide supplemental instruction to the City’s staff in the operation,
maintenance, and testing of the equipment provided under this Project. This instruction
shall cover both the basic operational concept and actual operation of the systems and
components under both normal and abnormal operations that are likely to occur. Jacobs will
prepare a training syllabus and training materials to leave with the City staff. The training
syllabus and materials will be transmitted to the City for review and comment a minimum
of 30 days in advance of the scheduled training date. Jacobs will submit draft and final
training materials to the City for each unit process. Training materials will be delivered to
the City as an electronic copy and in one (1) hard copy format.
For estimating purposes, it is assumed that there will be twenty-four (24) different
facilities/processes that will be started up thus requiring up to twenty-four (24) training
sessions, as delineated by the following facilities/processes:
1. Headworks
2. Flow Equalization
3. Primary Clarification (including primary sludge pumping)
4. Primary Effluent Diversion
5. Primary Effluent Screens
6. Blower Systems
7. Bioreactor Basins 1 & 2
8. Bioreactor Basins 3 & 4
9. Membrane Equipment System and Tanks
10. UV Disinfection
11. Effluent Structure (Cooling and 3W Pump Station)
12. Filtrate Equalization
13. Air Gap Building (1W Pumping)
14. Sodium Hypochlorite System
15. Ferric Chloride System
16. CEPT System
17. Supplemental Carbon System
18. Sludge Blending
19. Sludge Thickening
20. Digesters 1 & 2
21. Digester Complex
22. Digested Sludge Storage
23. Dewatering (loadout)
24. Odor Control
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In addition, auxiliary systems will be tested to support the unit process startup. These
include the following systems:
1. SCADA System
2. Electrical Service and Distribution
3. Standby Diesel Generator
4. Building Systems
5. Landscaping
6. Corrosion control
7. Water quality instrumentation
8. Security Systems
9. Fire Protection
It is assumed that most of the auxiliary systems will not require support from Jacobs for the
training, as the training will be provided by the Contractor,
Training sessions are assumed to be for a single group with one-day per facility. If multiple
sessions are required, this shall be considered a Technical Contingency entitling Jacobs to
additional compensation. Each training session will be videotaped by Others.
Task 4.04 – Operations and Maintenance Manual
Jacobs will develop a Process Operations and Maintenance (O&M) manual describing the
operation of the individual unit processes at the WRRF. The O&M Manual will be
developed in Microsoft Word and will also be provided in a compiled native PDF format
with bookmarks. The format shall be based on the sample City of Henderson O&M Manual
that was provided to the City. Manufacturers’ O&M materials will be referenced but not
duplicated.
The O&M manual will include an update to the existing O&M manual, using the
information from the existing sections, for unit processes that are being changed. Those
being eliminated will be deleted from the O&M manual. Unit process that are remaining
unchanged will not be updated.
The O&M manual will generally explain the various primary modes of operation that may
be used, including normal operation, peak flow conditions, and emergency operation
procedures. The manual will explain the purpose and basic concept of the various processes
that are incorporated into the overall plant. Where appropriate, reference will be made to
the manufacturers’ detailed O&M submittals. The manual will be suitable for use as an
operational tool and to facilitate operator training. The manual will be produced in an
electronic format that is consistent with the City’s most recent guide. Sections of the O&M
currently identified include:
1. Primary Treatment
2. Primary Sludge Thickening
3. Bioreactors
4. Secondary Treatment (membrane bioreactors)
5. Anaerobic Digestion
6. Digested Sludge Thickening/Dewatering/Storage
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7. Biosolids Storage and Loadout
8. Instrumentation and Control (SCADA)
9. Chemical Storage and Feed Systems
10. Odor Control System
11. Disinfection
12. Support Systems (i.e. HVAC, electrical, plant air, service water, etc.)
Jacobs will provide draft and final versions of the O&M Manual. Comments provided by
the City will be tabulated, and formal responses will be provided in a Microsoft Excel
spreadsheet. One electronic copy containing the final compiled PDF O&M Manual, five (5)
hard copies of the draft O&M Manual, and six (6) hard copies of the Final O&M Manual will
be provided to the City.
Task 4.05 – Membrane System Commissioning Period Support
Jacobs will provide support during the 180-day membrane system commissioning
period including reviewing test result data and providing technical support. The
majority of the effort for the commissioning period will be by the City with Suez.
Jacobs will review and comment on the Commissioning Period Report prepared by
Suez at the conclusion of the membrane systems commissioning period. Jacobs will
provide a list of items to be corrected under the membrane system warranty and
provide a recommendation regarding final acceptance of the system by the City. An
estimate of 16 hours per month for one person is assumed for budgeting for this task
along with 24 hours for review and comment to the final report.
Task 4.06 – Final Completion
Jacobs will participate in a final completion site visit along with the CM, Contractor, and
other City staff as appropriate for the purposes of determining that the completed Project
has met the requirements of the construction Contract Documents regarding Final
Completion. Jacobs will assist the CM in preparing a list of items in which this site visit
reveals that the Work is incomplete or defective and will make recommendations to the City
concerning acceptance when items on the final punch list have been completed or corrected.
Task 4.07 – Closeout Workshop
Jacobs shall participate in a closeout workshop. The CM will lead the meeting, prepare the
required materials, and prepare and distribute meeting minutes. The meeting duration is
assumed to be four (4) hours.
Task 4.08 – Record Drawings
Jacobs will revise the original design drawings to reflect record information provided by the
Contractor, CM and equipment suppliers. 3D models will not be updated for actual
equipment installed unless the layout is substantially changed. Jacobs’s services are based
on an estimated three (3) hours per drawing. One electronic file in the most current version
of AutoCAD, one PDF file, and two hard copies (one full-size set and one half-size set) will
be provided to the City.
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Task 5 Technical Contingency
Upon request of the City, Jacobs will provide additional engineering services during
construction that are not described herein. A Technical Contingency budget has been
established for these services. For any such work, Jacobs will first furnish a written scope
and cost estimate that the City shall approve in writing before Jacobs proceeds with the
work. Technical Contingency Services may include, but are not limited to, the following:
• Technical support during weekly construction progress meetings.
• Design work required for Owner, CM, or Contractor initiated changes or
modifications.
• Site visits for technical support and factory test witnessing not specifically listed under
Task 3.01.
• Submittals or RFI’s required to be reviewed in excess of the quantity shown.
• Additional training sessions.
• Claims support and resolution.
Compensation
Compensation for the tasks as described in the Scope of Work will be on a time and
material basis. Labor will be based upon the hourly rate table provided in
Attachment B – Per Diem Rate Schedule. The total estimated cost shall not exceed the
amount shown in Attachment A without agreement and authorization by both
parties. Details on the estimated hours, expenses, and costs are provided in
Attachment A – Fee Schedule.
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Attachment A – Fee Schedule
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Item 9
2019 $274 $274 $240 $240 $208 $186 $175 $162 $143 $117 $108 $164 $99 $116
2020 $282 $282 $247 $247 $214 $191 $180 $167 $148 $120 $111 $169 $102 $119
2021 $290 $290 $254 $254 $221 $197 $186 $172 $152 $124 $115 $174 $105 $123
2022 $299 $299 $262 $262 $227 $203 $191 $177 $157 $128 $118 $180 $108 $126
Task 1 Project Management Task Total 1960 $565,426 0 $0 0 $0 200 $50,066 0 $0 40 $7,426 0 $0 0 $0 0 $0 24 $2,801 24 $2,597 80 $13,155 80 $7,893 976 $117,959 3384 $767,324 $54,000 $58,762 $37,740 $96,502 $917,826
1.01 Project Administration Total 160 $46,206 0 $0 0 $0 160 $40,475 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 624 $76,235 944 $162,917 $20,000 $38,762 $27,500 $66,262 $249,179
2019 16 $4,379 $0 $0 16 $3,836 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $5,551 80 $13,766 $5,000 $8,762 $5,000 $13,762 $32,528
2020 48 $13,532 $0 $0 48 $11,854 $0 $0 $0 $0 $0 $0 $0 $0 $0 192 $22,869 288 $48,255 $5,000 $10,000 $7,500 $17,500 $70,755
2021 48 $13,938 $0 $0 48 $12,210 $0 $0 $0 $0 $0 $0 $0 $0 $0 192 $23,555 288 $49,702 $5,000 $10,000 $7,500 $17,500 $72,202
2022 48 $14,356 $0 $0 48 $12,576 $0 $0 $0 $0 $0 $0 $0 $0 $0 192 $24,261 288 $51,194 $5,000 $10,000 $7,500 $17,500 $73,694
1.02 Communications Total 960 $277,239 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 192 $23,222 1152 $300,461 $10,000 $0 $0 $0 $310,461
2019 96 $26,276 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $5,551 144 $31,827 $2,500 $0 $34,327
2020 288 $81,194 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $5,717 336 $86,911 $2,500 $0 $89,411
2021 288 $83,630 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $5,889 336 $89,518 $2,500 $0 $92,018
2022 288 $86,139 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $6,065 336 $92,204 $2,500 $0 $94,704
1.03 Coordination Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $0 $0 $0
2019 0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2020 0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2021 0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2022 0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
1.04 Pre-Construction Conference Total 16 4,379 0 0 0 0 16 3,836 0 0 16 2,971 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 48 $11,186 $2,000 $0 $0 $0 $13,186
2019 16 4,379 0 0 16 3,836 0 16 2,971 0 0 0 0 0 0 0 $0 48 $11,186 $2,000 $0 $13,186
1.05 Partnering Total 160 46,206 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 160 $46,206 $17,000 $0 $0 $0 $63,206
2019 16 $4,379 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 16 $4,379 $2,000 $0 $6,379
2020 48 $13,532 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $13,532 $5,000 $0 $18,532
2021 48 $13,938 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $13,938 $5,000 $0 $18,938
2022 48 $14,356 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $14,356 $5,000 $0 $19,356
1.06 Project Management Meetings Total 640 184,826 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 640 $184,826 $0 $0 $0 $0 $184,826
2019 64 $17,518 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 64 $17,518 $0 $17,518
2020 192 $54,129 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 192 $54,129 $0 $54,129
2021 192 $55,753 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 192 $55,753 $0 $55,753
2022 192 $57,426 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 192 $57,426 $0 $57,426
1.07 Conformed Documents Total 24 6,569 0 0 0 0 24 5,754 0 0 24 4,456 0 0 0 0 0 0 24 2,801 24 2,597 80 13,155 80 7,893 160 $18,502 440 $61,727 $5,000 $20,000 $10,240 $30,240 $96,967
2019 24 $6,569 $0 $0 24 $5,754 $0 24 $4,456 $0 $0 $0 24 $2,801 24 $2,597 80 $13,155 80 $7,893 160 $18,502 440 $61,727 $5,000 $20,000 $10,240 $30,240 $96,967
Task 2.
Submittal Review, RFIs and Clarifications,
Modifications and Document Tracking Task Total 280 $80,655 0 $0 0 $0 380 $95,949 570 $124,818 630 $122,922 630 $115,898 630 $107,469 1010 $152,140 1274 $156,877 1110 $126,602 0 $0 0 $0 1054 $127,970 7568 $1,211,298 $23,500 $465,530 $85,274 $550,804 $1,785,602
2.01 Submittal Review Total 190 $54,767 0 $0 0 $0 190 $47,974 380 $83,212 380 $74,297 380 $70,051 380 $64,956 760 $114,629 1034 $127,479 760 $86,609 0 $0 0 $0 534 $64,869 4988 $788,844 $16,500 $330,054 $50,034 $380,088 $1,185,432
2019 20 $5,474 $0 $0 20 $4,795 40 $8,317 40 $7,426 40 $7,002 40 $6,493 80 $11,458 80 $9,336 80 $8,657 $0 $0 80 $9,251 520 $78,210 $1,500 $25,000 $5,034 $30,034 $109,744
2020 60 $16,915 $0 $0 60 $14,817 120 $25,701 120 $22,947 120 $21,636 120 $20,062 240 $35,404 300 $36,060 240 $26,750 $0 $0 160 $19,057 1540 $239,351 $5,000 $100,000 $15,000 $115,000 $359,351
2021 60 $17,423 $0 $0 60 $15,262 120 $26,472 120 $23,636 120 $22,285 120 $20,664 240 $36,466 354 $43,827 240 $27,552 $0 $0 160 $19,629 1594 $253,217 $5,000 $100,000 $15,000 $115,000 $373,217
2022 50 $14,955 $0 $0 50 $13,100 100 $22,722 100 $20,287 100 $19,128 100 $17,737 200 $31,300 300 $38,256 200 $23,649 $0 $0 134 $16,932 1334 $218,066 $5,000 $105,054 $15,000 $120,054 $343,120
2.02 RFIs and Clarifications Total 90 $25,888 0 $0 0 $0 190 $47,974 190 $41,606 250 $48,625 250 $45,847 250 $42,512 250 $37,511 240 $29,397 350 $39,993 0 0 0 0 520 $63,100 2580 $422,455 $7,000 $135,476 $35,240 $170,716 $600,171
2019 10 $2,737 $0 $0 20 $4,795 20 $4,159 40 $7,426 40 $7,002 40 $6,493 40 $5,729 30 $3,501 30 $3,246 $0 $0 80 $9,251 350 $54,339 $1,000 $15,476 $5,240 $20,716 $76,055
2020 30 $8,458 $0 $0 60 $14,817 60 $12,850 80 $15,298 80 $14,424 80 $13,375 80 $11,801 80 $9,616 100 $11,146 $0 $0 160 $19,057 810 $130,843 $2,000 $40,000 $10,000 $50,000 $182,843
2021 30 $8,711 $0 $0 60 $15,262 60 $13,236 80 $15,757 80 $14,857 80 $13,776 80 $12,155 80 $9,904 120 $13,776 $0 $0 160 $19,629 830 $137,064 $2,000 $40,000 $10,000 $50,000 $189,064
2022 20 $5,982 $0 $0 50 $13,100 50 $11,361 50 $10,144 50 $9,564 50 $8,868 50 $7,825 50 $6,376 100 $11,825 $0 $0 120 $15,163 590 $100,208 $2,000 $40,000 $10,000 $50,000 $152,208
2.03 Modifications - Moved to technical contingency Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 $0 $0 $0 $0 $0
2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2021 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2022 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
Task 3 On-Site Services Task Total 0 $0 0 $0 0 $0 0 $0 336 $73,532 460 $89,710 816 $150,554 0 $0 4160 $617,298 0 $0 0 $0 0 $0 0 $0 0 $0 5772 $931,095 $155,000 $82,500 $0 $82,500 $1,168,595
3.01 Site Visits Total 0 $0 0 $0 0 $0 0 $0 336 $73,532 460 $89,710 816 $150,554 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 1612 $313,796 $55,000 $82,500 $0 $82,500 $451,296
2019 $0 $0 $0 $0 48 $9,981 48 $8,912 96 $16,805 $0 $0 $0 $0 $0 $0 $0 192 $35,697 $10,000 $10,000 $10,000 $55,697
2020 $0 $0 $0 $0 96 $20,561 160 $30,596 240 $43,272 $0 $0 $0 $0 $0 $0 $0 496 $94,429 $15,000 $15,000 $15,000 $124,429
2021 $0 $0 $0 $0 96 $21,178 156 $30,726 240 $44,570 $0 $0 $0 $0 $0 $0 $0 492 $96,474 $15,000 $32,500 $32,500 $143,974
2022 $0 $0 $0 $0 96 $21,813 96 $19,476 240 $45,907 $0 $0 $0 $0 $0 $0 $0 432 $87,196 $15,000 $25,000 $25,000 $127,196
3.02 Resident Engineer Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 4160 $617,298 0 $0 0 $0 0 $0 0 $0 0 $0 4160 $617,298 $100,000 $0 $0 $0 $717,298
2019 $0 $0 $0 $0 $0 $0 $0 $0 640 $91,662 $0 $0 $0 $0 $0 640 $91,662 $16,000 $0 $107,662
2020 $0 $0 $0 $0 $0 $0 $0 $0 2080 $306,838 $0 $0 $0 $0 $0 2080 $306,838 $48,000 $0 $354,838
2021 $0 $0 $0 $0 $0 $0 $0 $0 1440 $218,799 $0 $0 $0 $0 $0 1440 $218,799 $36,000 $0 $254,799
2022 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0
Task 4 Closeout Phase Services Task Total 24 $7,178 0 $0 0 $0 24 $6,105 48 $10,748 48 $9,454 48 $8,914 0 $0 2936 $452,440 96 $11,885 0 $0 600 $107,812 500 $53,906 120 $14,722 4444 $683,164 $101,500 $131,091 $44,360 $175,451 $960,115
4.01 Startup and Commissioning Services Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 1152 $176,256 0 $0 0 $0 0 $0 0 $0 0 $0 1152 $176,256 $50,000 $84,465 $0 $84,465 $310,721
2020 $0 $0 $0 $0 $0 $0 $0 $0 240 $35,404 $0 $0 $0 $0 $0 240 $35,404 $10,000 $19,465 $19,465 $64,869
2021 $0 $0 $0 $0 $0 $0 $0 $0 412 $62,601 $0 $0 $0 $0 $0 412 $62,601 $20,000 $25,000 $25,000 $107,601
2022 $0 $0 $0 $0 $0 $0 $0 $0 500 $78,251 $0 $0 $0 $0 $0 500 $78,251 $20,000 $40,000 $40,000 $138,251
4.02 WRC Startup Services Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 64 $9,724 0 $0 0 $0 0 $0 0 $0 0 $0 64 $9,724 $2,000 $0 $0 $0 $11,724
2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2021 $0 $0 $0 $0 $0 $0 $0 $0 64 $9,724 $0 $0 $0 $0 $0 64 $9,724 $2,000 $0 $11,724
2022 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
4.03 Training Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 480 $73,491 0 $0 0 $0 0 $0 0 $0 0 $0 480 $73,491 $22,000 $0 $0 $0 $95,491
2020 $0 $0 $0 $0 $0 $0 $0 $0 80 $11,801 $0 $0 $0 $0 $0 80 $11,801 $2,000 $0 $13,801
2021 $0 $0 $0 $0 $0 $0 $0 $0 200 $30,389 $0 $0 $0 $0 $0 200 $30,389 $10,000 $0 $40,389
2022 $0 $0 $0 $0 $0 $0 $0 $0 200 $31,300 $0 $0 $0 $0 $0 200 $31,300 $10,000 $0 $41,300
4.04 Operations and Maintenance Manual Total 0 $0 0 $0 0 $0 24 $6,105 24 $5,294 48 $9,454 48 $8,914 0 $0 120 $18,233 96 $11,885 0 $0 0 $0 0 $0 120 $14,722 480 $74,608 $5,000 $16,873 $0 $16,873 $96,481
2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2021 $0 $0 $0 24 $6,105 24 $5,294 48 $9,454 48 $8,914 $0 120 $18,233 96 $11,885 $0 $0 $0 120 $14,722 480 $74,608 $5,000 $16,873 $16,873 $96,481
2022 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
4.05 Membrane System Commissioning Period Support Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 120 $18,233 0 $0 0 $0 0 $0 0 $0 0 $0 120 $18,233 $15,000 $0 $0 $0 $33,233
2021 $0 $0 $0 $0 $0 $0 $0 $0 120 $18,233 $0 $0 $0 $0 $0 120 $18,233 $15,000 $0 $33,233
2022 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
4.06 Final Completion Total 24 $7,178 0 $0 0 $0 0 $0 24 $5,453 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 48 $12,631 $2,500 $0 $11,600 $11,600 $26,731
Technician Task Nos.Task/Activity Description Labor
Classification Subconsultant Costs ($) Office / ClericalPrincipal in Charge Principal Professional 2 Principal Professional 1 Sr. Professional 2 Sr. Professional 1
TOTAL
Estimated Cost
($)
MWA
Architects
Attachment A
Detailed Fee Estimate
City of San Luis Obispo
Water Resource Recovery Facility
Project Professional 2Project Manager Process Optimization
Subconsultant TotalTotal
Labor
Hours
Total Labor
Costs ($)
Travel and
Other
Expenses ($)
Cannon
Corp.
Project Professional 1 Staff Professional 2 Staff Professional 1 Engineering
Technician
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Item 9
Attachment A
Detailed Fee Estimate
City of San Luis Obispo
Water Resource Recovery Facility
2022 24 $7,178 $0 $0 $0 24 $5,453 $0 $0 $0 $0 $0 $0 $0 $0 $0 48 $12,631 $2,500 $11,600 $11,600 $26,731
4.07 Closeout Workshop Total 8 $2,393 0 $0 0 $0 0 $0 8 $1,818 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 16 $4,210 $1,000 $1,312 $0 $1,312 $6,522
2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2020 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2021 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 0 $0 $0 $0
2022 8 $2,393 $0 $0 $0 8 $1,818 $0 $0 $0 $0 $0 $0 $0 $0 $0 16 $4,210 $1,000 $1,312 $1,312 $6,522
4.08 Record Drawings Total 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 0 $0 1000 $156,502 0 $0 0 $0 600 $107,812 500 $53,906 0 $0 2100 $318,221 $5,000 $29,753 $32,760 $62,513 $385,734
2022 $0 $0 $0 $0 $0 $0 $0 $0 1000 $156,502 $0 $0 600 $107,812 500 $53,906 $0 2100 $318,221 $5,000 $29,753 $32,760 $62,513 $385,734
Task 5 Technical Contingency Task Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $310,000
5.01 Communications Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $25,000
5.02 Modifications Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $200,000
5.04 Submittals and RFI's Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $75,000
5.05 Additional training Sessions Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $10,000
5.06 Claims Support Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0
2264 $653,260 0 $0 0 $0 604 $152,119 954 $209,098 1178 $229,512 1494 $275,366 630 $107,469 8106 $1,221,878 1394 $171,563 1134 $129,199 680 $120,968 580 $61,799 2150 $260,650 21168 $3,592,881 $334,000 $737,883 $167,374 $905,257 $5,142,138TOTAL
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Item 9
040219_SLO WRRF SDC SCOPE_FINAL.DOC
Attachment B – Per Diem Rate Schedule
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Attachment B
Classification 2019 Rate 2020 Rate 2021 Rate 2022 Rate
Project Manager $274 $282 $290 $299
Process Optimization $274 $282 $290 $299
Principal-In-Charge $240 $247 $254 $262
Principal Professional 2 $240 $247 $254 $262
Principal Professional 1 $208 $214 $221 $227
Sr. Professional 2 $186 $191 $197 $203
Sr. Professional 1 $175 $180 $186 $191
Project Professional 2 $162 $167 $172 $177
Project Professional 1 $143 $148 $152 $157
Staff Professional 2 $117 $120 $124 $128
Staff Professional 1 $108 $111 $115 $118
Engineering Technician $164 $169 $174 $180
Technician $99 $102 $105 $108
Office/Clerical $116 $119 $123 $126
EXPENSES
Expense Type Estimating Method
Auto Mileage Travel
Auto Rental Travel
Other Travel Travel
Equipment Rental Operating Expense
Postage/Freight Operating Expense
Reprographics Outside Service
Subcontractors Outside Service
CH2M HILL
Professionals and Technicians
Hourly Billing Rate Schedule
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Item 9
AMENDMENT TO AGREEMENT NO. 4
THIS AMENDMENT TO AGREEMENT is made and entered in the City of San Luis Obispo on
_______________________, by and between the CITY OF SAN LUIS OBISPO, a municipal corporation,
herein after referred to as City, and WATER SYSTEMS CONSULTING, INC., hereinafter referred to as
Contractor.
WITNESSETH:
WHEREAS, in January 29, 2014 the City entered into an Agreement with Contractor for Program
Manager Services per Water Reclamation Facility Upgrade Project, Specification No. 91219 and
WHEREAS, the City desires to amend the scope of services to include Phase 4 & 5 Program
Manager Services for the Water Resource Recovery Facility Project.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants
hereinafter contained, the parties hereto agree as follows:
1. The scope of services and related compensation is hereby amended as set forth in Exhibit
A attached hereto.
a. Program Manager Services per proposal dated April 2, 2019, at cost not to exceed
$2,620,938 on a time and materials basis.
2. All other terms and conditions of the Agreement remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day
and year first written above.
ATTEST: CITY OF SAN LUIS OBISPO
____________________________________ By:____________________________________
Teresa Purrington, City Clerk Mayor Heidi Harmon
APPROVED AS TO FORM: CONTRACTOR
_____________________________________ By:____________________________________
Christine Dietrick, City Attorney Jeff Szytel, Water Systems Consulting, Inc.
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Item 9
Program Manager for the WRRF Project
Proposal for Phase 4 and 5 Services
4/2/2019
Prepared for the:
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City of San Luis Obispo Proposal for Phase 4 and 5 Services
Program Manager for WRRF Upgrade Project 4/2/2019
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TABLE OF CONTENTS
Scope of Services: Phases 4 and 5 – Construction and Close-Out ............................................................ 1
Introduction .............................................................................................................................................. 1
Task 0.0 Program Planning .................................................................................................................. 1
0.1 Review and Update Program Management Plan (PMP) ........................................................... 1
0.2 Charter Workshop ..................................................................................................................... 2
0.3 Partnering ................................................................................................................................. 2
Task 1.0 Program Management for Phase 4 ....................................................................................... 2
1.1 Program Administration ............................................................................................................ 2
1.2 City Coordination ...................................................................................................................... 3
1.3 Agency Coordination ................................................................................................................. 3
1.4 Consultant Coordination ........................................................................................................... 3
1.5 Document Review ..................................................................................................................... 4
1.6 Quality Assurance ..................................................................................................................... 4
1.7 Program Controls ...................................................................................................................... 4
1.8 Change Management ................................................................................................................ 5
1.9 Risk Management ..................................................................................................................... 5
1.10 Data Management .................................................................................................................... 6
1.11 Program Status Reports ............................................................................................................ 6
1.12 Recurring Meetings ................................................................................................................... 6
1.13 Non-Recurring Meetings ........................................................................................................... 7
Task 2.0 Submittal and Request For Information Review ................................................................... 8
2.1 Submittal and Request for Information (RFI) Review ............................................................... 8
Task 3.0 Permitting Support ................................................................................................................ 8
Task 4.0 Funding and financing Support ............................................................................................. 9
4.1 State Revolving Fund (SRF) Loan Support ................................................................................. 9
4.2 California Office of Emergency Services (CalOES) Grant Funding Support ............................... 9
Task 5.0 Public and Stakeholder Outreach ....................................................................................... 10
5.1 Council and Stakeholder Meetings ......................................................................................... 10
5.2 Community Workshop ............................................................................................................ 10
5.3 Project Website Refresh ......................................................................................................... 10
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5.4 Project Website Maintenance/Updates ................................................................................. 11
5.5 Ribbon Cutting and/or WRRF Recognition Event ................................................................... 11
5.6 Photography and Videography ............................................................................................... 11
Task 6.0 Maintenance of Plant Operation ........................................................................................ 12
6.1 MOPO Document Review ....................................................................................................... 12
Task 7.0 Start-Up and Commissioning .............................................................................................. 12
7.1 Coordination and Document Review ...................................................................................... 12
7.2 Acceptance .............................................................................................................................. 13
Task 8.0 Construction Close-Out ....................................................................................................... 13
8.1 Punch List ................................................................................................................................ 13
8.2 Document Review ................................................................................................................... 13
Task 9.0 Labor Compliance and Community Workforce Agreement Administration ...................... 13
9.1 Labor Compliance and Community Workforce Agreement (CWA) Administration Plan ....... 13
9.2 Labor Compliance ................................................................................................................... 13
9.3 CWA Administration ............................................................................................................... 13
9.4 Monthly Reports ..................................................................................................................... 13
9.5 Close-Out Report ..................................................................................................................... 14
Task 10.0 Phase 5 – Program Close-Out ............................................................................................. 14
10.1 Project Archive ........................................................................................................................ 14
10.2 Close-Out Report ..................................................................................................................... 14
10.3 Funding/Financing Close-Out .................................................................................................. 14
10.4 City Council Presentation ........................................................................................................ 14
Optional Task 1.0 Asset Management Support ....................................................................................... 14
O1.1 Asset Management System Data Management ..................................................................... 14
O1.2 Support New Asset Hierarchy Development .......................................................................... 16
O1.3 Asset Management System Technical Support ...................................................................... 16
Optional Task 2.0 Partnerships ................................................................................................................ 17
O2.1 California Polytechnic State University (Cal Poly) ................................................................... 17
O2.2 One Water Learning Center .................................................................................................... 17
Optional Task 3.0 Maintenance of Plant Operation Coordination .......................................................... 18
O3.1 MOPO Liaison .......................................................................................................................... 18
O3.2 MOPO Coordination Meetings ................................................................................................ 18
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O3.3 Document Review ................................................................................................................... 18
O3.4 Revised Operating Procedures ................................................................................................ 18
Recurring Meetings Summary .................................................................................................................... 19
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City of San Luis Obispo Scope of Services: Phases 4 and 5 – Construction and Close-Out
Program Manager for WRRF Upgrade Project 4/2/2019
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Scope of Services: Phases 4 and 5 – Construction and Close-Out
INTRODUCTION
The City of San Luis Obispo (City) hired the WSC-HDR team (Consultant) in January 2014 as Program
Manager for the Water Resource Recovery Facility (WRRF) Project. This proposal is for Phases 4 and 5 of
the Program, which are expected to continue through June 2023.
Phase Assumed Schedule
Phase 1 – Project Planning January, 2014 – June, 2015
Phase 2 – Preliminary Design July, 2015 – June, 2016
Phase 3 – Final Design July, 2016 – July, 2019
Phase 4 – Construction August, 2019 – February, 2023
Phase 5 – Close Out March, 2023 – June, 2023
The scope of work below includes a detailed breakdown of the services anticipated for Phases 4 and 5.
Given the nature of the Program, it is anticipated that the tasks will evolve to accommodate changing
Program needs. Therefore, the budget allocations provided for each task are estimates only and the City
will have the flexibility to reallocate budgets between tasks, as dictated by Program needs and as
directed by the City. Throughout the scope both Program Team and Project Team are referenced.
Program Team refers to the WSC-HDR program management team. Project Team refers to the larger
WRRF project team, which includes the Program Team, Design Engineer, Construction Manager, and the
City’s WRRF team.
This scope covers Phases 4 and 5 services for construction and Program close-out through June 30,
2023, or a duration of approximately 47 months.
TASK 0.0 PROGRAM PLANNING
0.1 Review and Update Program Management Plan (PMP)
➢ Review the following sections of the PMP and update as required, including modifications
necessary to align with the Contract Documents:
(1) Chapter 3 – Program Administrative Procedures
(2) Chapter 4 – Communication Plan
(3) Chapter 5 – Data Management
(4) Chapter 6 – Change Management
(5) Chapter 7 – Risk Management
(6) Chapter 8 – Design Standards
(7) Chapter 9 – Sustainability Plan
(8) Chapter 10 – Quality Assurance/Quality Control (QA/QC) Plan
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➢ Document revisions in the PMP Revision Log, and distribute updated PMP to all Project Team
members, including the Design Engineer and Construction Manager.
0.2 Charter Workshop
➢ Facilitate a structured workshop with the Project Team at the onset of Phase 4 to review the
Charter with key team members from the City team, Program Team, Design Team, Construction
Manager, and others as determined by the Core Management Team (CMT). The workshop may
include new Council members and new staff from the Central Coast Regional Water Quality
Control Board (Regional Board).
➢ The goal of the workshop will be to review the Charter, reflect on successes, identify areas for
improvement, and develop initiatives going forward. The workshop will also be an opportunity
for new project participants to sign onto the Charter.
➢ The scope assumes one (1) 4-hour workshop.
0.3 Partnering
➢ Develop a draft and final scope of work for Partnering Facilitator and assist City in procurement
of the Partnering Facilitator. Costs for the Partnering Facilitator’s contract are not included,
since it is assumed that the City and/or the General Contractor will contract with the Partnering
Facilitator directly.
➢ Coordinate with the Partnering Facilitator in the development of materials for the Executive
Partnering Workshop and Initial Partnering Workshop.
➢ Coordinate with the Project Team to plan and schedule Partnering Meetings. It is assumed the
Partnering Facilitator will be responsible for documenting the Partnering Meetings and
preparing meeting minutes.
➢ Participate in the Executive Partnering Workshop and Initial Partnering Workshop. The assumed
duration for the Executive Partnering Workshop is four (4) hours and the assumed duration for
the Initial Partnering Workshop is eight (8) hours. Two (2) members of the Program Team will
participate in the Executive Partnering Workshop and three (3) members of the Program Team
will participate in the Initial Partnering Workshop.
Deliverable: Updated Program Management Plan, Partnering Facilitator Scope of Work,
Meeting Agendas and Minutes
TASK 1.0 PROGRAM MANAGEMENT FOR PHASE 4
1.1 Program Administration
➢ Provide oversight, manage communication, assign resources, and coordinate work efforts of the
Consultant team to align with Program priorities and achieve cost-effective performance.
➢ Actively solve problems and address issues, including coordination and collaboration of Program
resources.
➢ Administer WSC’s subconsultant agreements and coordinate subconsultant activities.
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➢ Prepare monthly invoices and monthly progress reports to the City. Monthly progress reports
will be limited to a description of the services provided by WSC-HDR during the reporting period.
Quarterly Program status reports are included in Task 1.11.
1.2 City Coordination
➢ Engage, collaborate, and coordinate with City staff.
➢ Facilitate and/or participate in impromptu meetings, phone/conference calls, and site visits.
➢ Support and facilitate information sharing and knowledge transfer.
➢ Provide technical expertise when needed to advise the City on key decisions during
construction.
➢ Coordinate with the Community Development and Public Works Departments to manage the
interface of the Prado Overpass, Regional Transit Authority Bus Facility, Prado Bridge Widening,
and Elks Lane Realignment Projects with the WRRF Project.
1.3 Agency Coordination
➢ Serve as primary point of contact and Program lead for the City. Coordinate interactions with
jurisdictional agencies, permitting entities, project partners, and other stakeholders directly
related to the Program.
➢ Coordinate with Pacific Gas & Electric (PG&E) to facilitate construction of the new WRRF
electrical service. WSC’s scope will be limited to PG&E outreach on behalf of the City to
facilitate service planning and PG&E system improvements required for the new WRRF electrical
service.
➢ Plan, organize, conduct, and document meetings with agencies.
➢ Participate in the City’s ongoing negotiations with agencies and provide technical support to the
City to support negotiations with agencies.
➢ A level of effort of 94 hours was assumed due to the uncertainty related to the level of effort for
this task.
1.4 Consultant Coordination
➢ Coordinate the work of the City’s consulting firms, including Jacobs, Carollo, Larry Walker and
Associates, Somach Simmons & Dunn, the selected Water Resources Center (WRC)
commissioning coordinator, and the selected environmental consulting firm. Manage and
monitor the work of consultants through construction.
➢ Manage and monitor the work of the environmental consultant through completion. Manage
the review of all deliverables. Review consultant’s progress against the project schedule and
recommend corrective action as needed.
➢ Develop scope of work and assist City in the procurement of a commissioning coordinator for
the WRC to satisfy the California Energy Code requirements regarding building commissioning.
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➢ Manage and monitor the work of the commissioning coordinator through completion. Manage
the review of all deliverables. Review consultant’s progress against the project schedule and
recommend corrective action as needed.
1.5 Document Review
➢ Review and provide comments on all deliverables developed by the commissioning coordinator
including performance test instructions, test results, systems manual, and commissioning
report.
1.6 Quality Assurance
➢ Provide quality assurance to meet the Program’s goals, standards, and quality objectives,
including:
(1) Meet the intent of the QA/QC Plan, as defined in the PMP;
(2) Monitor adherence to the Program standards, as defined in the PMP;
(3) Review documents for consistency with Program Charter;
(4) Periodically audit QC documentation;
(5) Review and update QA/QC Plan as necessary.
➢ Attend the Construction Quality Control Plan Coordination Meeting to discuss development of
the General Contractor’s Construction Quality Control (CQC) Plan.
➢ Review the General Contractor’s CQC Plan and provide detailed review comments.
➢ Periodically monitor Construction Manager’s compliance with the procedures and guidelines set
forth in the Construction Management Plan (CMP) and the Construction Manager’s Construction
QA/QC Plan.
➢ Perform periodic audits of the construction documents in Procore to confirm accurate and
comprehensive records are maintained by the Construction Manager and Design Engineer.
➢ In coordination with the Construction Manager, monitor maintenance of the as-built drawings
by the General Contractor.
➢ Coordinate with the City’s Community Development Department and the Construction Manager
for inspections required by City permits.
1.7 Program Controls
➢ Maintain the MIS to manage Program documentation.
➢ Maintain and monitor the master Program schedule. Develop an updated Program schedule for
Phase 4 through project completion and produce updated schedules as required. Incorporate
detailed schedules from Project Team members.
➢ Review invoices and progress reports of Project Team members, including the Construction
Manager, and recommend approval or rejection of invoice by City.
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➢ Compile and monitor budget, cost, and cash flow information for the Program. Update Program
budget and produce budget and cost projections monthly.
➢ Monitor scope, including tracking approved out of scope work.
➢ In coordination with the Construction Manager, review Schedule of Values prepared by the
General Contractor and provide detailed review comments.
➢ Review Preliminary Construction Schedule, Baseline Schedule, monthly Baseline Schedule
updates, and other schedules prepared by the General Contractor and provide detailed review
comments.
1.8 Change Management
➢ Work closely with the Project Team to proactively manage changes to scope and/or budget of
the Program and implement change management procedures as defined by the PMP.
➢ Review documentation developed by the Design Engineer during construction including contract
document clarifications and Design Engineer initiated changes for completeness and consistency
with the Program Charter and the Final Predesign Report (dated October 2017). Coordinate
comments and assist in resolving conflicting comments.
➢ Review and evaluate requests for scope changes during construction and provide
recommendations to the City for its action.
➢ Identify and document potential change orders (PCOs) from the Project Team and evaluate
options and solutions to address the issue(s), including estimating potential impacts to budget,
schedule, and quality (if any). Management of construction-related change orders will be the
primary responsibility of the Construction Manager.
➢ Manage PCOs, change order requests (CORs), and contract change orders (CCOs) from
consultant teams in Procore.
➢ Support the City in executing CCOs for consultant teams as required.
➢ Review PCOs and CORs prepared by the Construction Manager and General Contractor and
recommend approval and incorporation into a CCO or rejection by the City.
➢ In coordination with the Construction Manager, review time impact analyses (TIAs) prepared by
the General Contractor and recommend appropriate adjustments to the Contract Time.
➢ Participate in change order negotiations with the City, Construction Manager, and General
Contractor and provide recommendations regarding approval or rejection of CORs.
1.9 Risk Management
➢ Identify Program risks and develop mitigation and contingency plans, including risks specifically
related to the construction contract.
➢ Characterize, quantify, and prioritize Program risks utilizing the Program risk register, and
analyze impacts on Program budget and schedule.
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➢ Implement risk mitigation measures identified through risk characterization efforts as
applicable.
1.10 Data Management
➢ Provide Procore training resources to new Project Team members and training on use of specific
Procore modules, as needed.
➢ Maintain project files in electronic format according to structure defined by PMP.
➢ Provide existing information, design criteria, and technical standards to the consulting firms.
➢ Research, compile, and provide other available information requested by consultants to
facilitate resolution of issues encountered during construction.
1.11 Program Status Reports
➢ Provide quarterly status updates in a dashboard format that summarize Program performance
relative to the baseline Program budget and schedule and summarize activities completed in
current quarter and planned for the next quarter. The Quarterly status updates will also discuss
alignment with the Program Charter and performance against the Objectives and Guiding
Principles. Quarterly status updates will be distributed to the Project Team via email.
1.12 Recurring Meetings
➢ Plan, organize, and conduct monthly CMT meetings (two-hour duration each). CMT meetings
are intended to provide a venue to discuss Program level issues.
➢ Plan, organize, and conduct monthly Project Management Meetings with the City, Design
Engineer, and Construction Manager (two-hour duration each). Project Management Meetings
are intended to provide a venue to discuss construction-specific issues in the absence of the
General Contractor.
➢ Plan, organize, and conduct consultant coordination meetings with the City and commissioning
coordinator as necessary to facilitate the development of deliverables to the City.
➢ Attend monthly Construction Meetings with the City, the Construction Manager, the Design
Engineer, and the General Contractor’s Project Manager.
➢ Attend Weekly Construction Progress Meetings and provide comments on meeting minutes.
➢ Attend Pre-Submittal Meetings with the City, Construction Manager, Design Engineer, General
Contractor, and equipment suppliers to expedite the review and approval of long-lead and
critical pieces of equipment.
➢ Attend Pre-Installation Meetings with the City, Construction Manager, Design Engineer, General
Contractor, and equipment suppliers to discuss the installation of critical pieces of equipment.
➢ Attend Process Instrumentation and Control System (PICS) Coordination Meetings with the City,
Construction Manager, Design Engineer, General Contractor, and Control Systems Integrator to
discuss the development of the PICS and SCADA graphics.
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➢ Attend Applications Software Development Meetings with the City, Construction Manager,
Design Engineer, General Contractor, and Control Systems Integrator to discuss the
development of the Supervisory Control and Data Acquisition (SCADA) System
➢ Attend Underground Task Force Meetings with the City, Construction Manager, Design Engineer,
General Contractor, and key subcontractors to discuss utility tie-ins and resolve unforeseen field
conditions/constructability issues.
➢ Plan, organize, and conduct monthly WRRF Staff Meetings to present an update on the status of
the Program to City Operations staff.
➢ Attend Maintenance of Plant Operation (MOPO) Meetings with the City, Construction Manager,
Design Engineer, and General Contractor on an as-needed basis to discuss shutdowns, tie-ins,
impacts to plant operations, and maintenance of plant operations.
➢ Participate in Joint Test Group (JTG) Start-Up and Commissioning Meetings with the City,
Construction Manager, General Contractor, and key subcontractors to develop the start-up and
commissioning plan and schedule start-up and testing activities.
➢ Plan, organize, and conduct Funding, Financing and Cash Flow Meetings on a quarterly basis.
➢ Attend monthly Schedule Review Meetings with the City, General Contractor, and Construction
Manager.
➢ Participate in quarterly Partnering Sessions through the course of construction.
➢ Participate in quarterly Joint Administrative Committee (JAC) meetings in accordance with the
requirements set forth in the Community Workforce Agreement (CWA).
1.13 Non-Recurring Meetings
➢ Attend Pre-Construction Meeting, provide comments on draft meeting agenda and meeting
minutes.
➢ Attend the Pre-Job Conference with the General Contractor, Subcontractors, Building Trades,
Community Workforce Coordinator, and the Construction Manager to discuss work assignments
and potential jurisdictional issues as required by the CWA.
➢ Attend the Pre-Construction Scheduling Meeting with the City, the Construction Manager, and
the General Contractor to discuss the development of the Preliminary Schedule and the Baseline
Construction Schedule.
➢ Attend issue-specific meetings on an as-needed basis. Three hundred twenty-one hours have
been assumed due to the uncertainty related to the level of effort for this task.
Deliverables: Monthly Invoices and Program Management Progress Report, Commissioning
Coordinator Scope of Work, Quarterly Status Reports (Electronic PDF via Procore), Meeting
Agendas and Minutes (as necessary)
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TASK 2.0 SUBMITTAL AND REQUEST FOR INFORMATION REVIEW
2.1 Submittal and Request for Information (RFI) Review
➢ Review and provide comments on RFI responses prepared by the Design Engineer and the
Construction Manager on an as-needed basis.
➢ Review and provide comments on submittals transmitted by the General Contractor and
submittal responses prepared by the Design Engineer and the Construction Manager on an as-
needed basis.
➢ Coordinate with City staff as necessary to facilitate the review of RFIs and submittals
transmitted by the General Contractor.
➢ It is assumed that the Design Engineer and Construction Manager will be primarily responsible
for reviewing the General Contractor’s submittals and RFIs. WSC’s review of General Contractor
submittals and RFIs and responses from the Design Engineer and Construction Manager will be
limited to critical items of equipment, work plans, and issues.
TASK 3.0 PERMITTING SUPPORT
WSC will provide support to the City and Project Team for compliance with the various permits required
for construction of the WRRF Project, including the Construction General Permit (i.e., SWPPP), National
Pollutant Discharge Elimination System (NPDES) Permit, City Permits (e.g., Building Permit,
Encroachment Permit, Demolition Permit), Air Pollution Control District (APCD) Authority to Construct
Permit, and implementation of the Mitigation, Monitoring and Reporting Program (MMRP). The
following table summarizes the permitting lead for each permit and WSC’s assumed role. WSC will not
lead permit compliance for any permits but will primarily serve in a coordination role and be available as
a technical resource. Specific assumptions are listed below; however, due to the uncertainty in level of
effort for this task, the scope of work includes 160 hours for permitting support.
Permit Lead WSC Role Assumptions
Construction
General Permit
General Contractor;
CM provides QA/QC
Coordination and
meeting participation
Environmental Programs
Coordinator or other City
designee is legally
responsible person;
Construction dewatering
to be included in CGP.
NPDES
LWA;
Legal support from
Somach Simmons & Dunn
Coordination, meeting
preparation and
participation, technical
support
Assumes 8 meetings and
technical support for
NPDES permit renewal.
City Permits General Contractor;
CM provides QA/QC Coordination
Building Permit ready to
issue by Community
Development. Field
inspection by Public
Works inspection staff.
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APCD City Coordination as
required
APCD Authority to
Construct issued prior to
start of construction.
MMRP
Biological Monitoring –
City;
Cultural Resources –
Environmental
Consultant
Coordination, contract
management
CM is MMRP coordinator,
City to procure
environmental consultant
through on-call list.
Deliverables: Meeting Agendas and Minutes
TASK 4.0 FUNDING AND FINANCING SUPPORT
4.1 State Revolving Fund (SRF) Loan Support
➢ Prepare and submit monthly status reports to State Water Resources Control Board (SWRCB)
Division of Financial Assistance staff. The status reports are required with each disbursement
request.
➢ Prepare and submit monthly disbursement requests to SWRCB on behalf of the City.
➢ Compile Disadvantaged Business Enterprise (DBE) documentation from consultants, General
Contractor, and subcontractors to facilitate annual DBE compliance reporting.
➢ Prepare and submit Project Completion Report to the SWRCB at the end of the project.
➢ Provide support to City staff for preparation of legal and financial documents prepared by the
City.
➢ Coordinate with the State Water Resources Control Board via email, phone calls, and meetings,
as necessary.
➢ It is assumed that the Consultant team and General Contractor will provide the supporting
documentation required to prepare the SRF disbursement requests, DBE reporting, and Project
Completion Report (e.g., invoices, payment requests, DBE outreach documentation, etc.). WSC
will compile the information provided by others into the reporting templates provided by the
SWRCB.
➢ Performance of the Single Project or Program Audit as required by the SWRCB funding
agreement is not included in this scope of work.
4.2 California Office of Emergency Services (CalOES) Grant Funding Support
➢ Coordinate with CalOES via email, phone calls, and meetings, as necessary.
➢ Provide responses to RFIs from CalOES and Federal Emergency Management Agency (FEMA)
staff.
➢ Prepare and submit quarterly progress reports to CalOES as required by the funding agreement.
➢ Prepare and submit disbursement requests on behalf of the City.
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➢ Coordinate with Design Engineer to prepare any substantiating material required for CalOES
disbursement requests.
➢ It is assumed that the Consultant team and General Contractor will provide the supporting
documentation required to prepare quarterly progress reports and disbursement requests (e.g.,
invoices, payment requests, etc.). WSC will compile the information provided by others into the
reporting templates provided by CalOES.
Deliverables: SWRCB Monthly Status Reports, Monthly Disbursement Requests, Annual DBE
Compliance Report, and Project Completion Report; CalOES RFI Responses, Quarterly Progress
Reports, and Disbursement Requests
TASK 5.0 PUBLIC AND STAKEHOLDER OUTREACH
5.1 Council and Stakeholder Meetings
WSC will facilitate information sharing that supports collaboration and decision making with Council and
other project stakeholders.
➢ Provide communications support that takes detailed project information and provides tools for
effective communication to various audiences. Produce supporting slides and information
graphics (approximately 30 base slides and 15 master graphics) for use in both stakeholder and
Council presentations.
➢ Prepare for and attend City Council study sessions and/or meetings to update Council on the
WRRF Project at key milestones as determined by the CMT.
➢ Assist the City in preparation of the staff reports as requested by the City and prepare the
PowerPoint presentation materials.
➢ This task assumes 135 hours of support to prepare content and agendas for the meetings,
including presentation slides for key information.
5.2 Community Workshop
➢ Facilitate Community Workshop(s) at milestones determined by the CMT.
➢ The scope assumes City staff will coordinate meeting logistics, notifications, audiovisual
equipment, refreshments, and advertisements.
➢ Prepare a handout or posters that support community education and awareness of the details
of the Program, benefits, and status, building on content provided in presentations to City
Council and stakeholders.
➢ This task assumes 100 hours of support to plan logistics and prepare posters and/or handouts.
5.3 Project Website Refresh
➢ WSC will perform a refresh to the existing slowrrfproject.org website that includes:
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(1) Building out the home page to draw the site visitor in, help the non-technical audiences
understand the objective of the WRRF Program, and provide portals to the rest of the
site.
(2) Reorganizing the site content to reduce the number of subpages, improve ease of
navigation, eliminate redundancy of information, and enhance clarity of messaging.
(3) Creating two new graphics to 1) show the treatment process in easy-to-understand
terms and 2) illustrate the One Water cycle.
(4) Overall content polish/rewrites/consolidation of text.
(5) Overall design polish, working with the existing WordPress site.
(6) Addition of new photos and staff videos throughout to help make the connection
between the WRRF and community health and prosperity.
➢ This task assumes 121 hours to refresh the Project website.
5.4 Project Website Maintenance/Updates
➢ Assist the City with updating current content on the WRRF Project website. WSC will prepare
updates to be posted on the website at major milestones (assumed to be quarterly). This task
assumes 70 hours of support to update website at major milestones.
➢ WSC understands that City WRRF staff will post weekly updates to the website and Facebook.
WSC’s budget includes 48 hours of marketing/messaging support to review/edit these updates
as needed.
5.5 Ribbon Cutting and/or WRRF Recognition Event
➢ Assist City with the planning for a ribbon cutting or groundbreaking event.
➢ Design invitation/email invitation and support needed outreach to targeted attendees and
public.
➢ Support development of talking points and/or slides for event presentation by official(s).
➢ Prepare handout for the event, utilizing the handout/presentation graphics outlined in Tasks 5.1
to 5.3.
➢ Develop branded signs (6) to support education and event presentations.
➢ Develop press release and coordinate with media to draw best coverage of event and project.
➢ It is assumed the City will coordinate meeting logistics, provide audiovisual equipment, lead site
tours, and provide refreshments.
➢ Because of the uncertainty related to the level of effort for this task, a level of effort of 114
hours has been assumed.
5.6 Photography and Videography
➢ Provide photography and videography support to continue implementing the Project History
Plan. This may include:
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(1) Photography services for key outreach events;
(2) Videography of key outreach events, WRRF staff and Project Team to capture the
thoughts, ideas and changes as the WRRF Project evolves.
Deliverables: Project PowerPoint Slides, Project Master Graphics, Community Workshop
Agendas, Project Handouts and Posters, Website Updates, Ribbon Cutting Handout, Press
Release, Project Videos, Photo Library
TASK 6.0 MAINTENANCE OF PLANT OPERATION
The scope assumes the City will serve as the Maintenance of Plant Operation (MOPO) lead and liaison
during construction responsible for all internal City coordination. WSC understands the WRRF Chief
Plant Operator and/or Chief of Maintenance will serve in this role. WSC assumes the City will have the
following responsibilities:
• Prepare plans and procedures for each shutdown, tie-in, bypass, or process cutover to
accommodate the General Contractor’s scheduled activities and work plan;
• Revise Standard Operating Procedures for unit processes to accommodate the General
Contractor’s construction activities;
• Coordination of internal City and WRRF staff review of General Contractor’s MOPO submittals
and compilation of City review comments;
• Participation in MOPO Meetings to review and discuss General Contractor’s planned activities,
potential impacts to plant operations, and steps required to accommodate General Contractor’s
scheduled activities and work plan.
WSC’s scope assumes participation in MOPO Meetings as described in Task 1.12 and document review,
as described below.
6.1 MOPO Document Review
➢ Review MOPO submittals prepared by the General Contractor. Provide detailed review
comments on General Contractor’s MOPO submittals.
➢ One hundred twenty (120) hours have been included in the budget for MOPO support.
TASK 7.0 START-UP AND COMMISSIONING
7.1 Coordination and Document Review
➢ Review start-up and commissioning plans prepared by the General Contractor and provide
detailed review comments.
➢ Review start-up and commissioning schedule prepared by the General Contractor and provide
detailed review comments.
➢ Participate in Joint Test Group meetings as detailed in Task 1.12.
➢ Coordinate with the City, Construction Manager, Design Engineer, and the General Contractor to
resolve issues arising during start-up, commissioning, and demonstration testing.
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7.2 Acceptance
➢ Coordinate with the City, Construction Manager, and the Design Engineer to document
acceptance of the improvements and beneficial use by the City upon successful completion of
start-up and testing activities in accordance with the Contract Documents.
TASK 8.0 CONSTRUCTION CLOSE-OUT
8.1 Punch List
➢ Coordinate with the City, Construction Manager, Design Engineer, and the General Contractor to
perform final inspections and prepare the final Project punch list. Provide recommendation of
Final Acceptance to the City upon completion of all punch list items and transmittal of all
contract-required documentation.
8.2 Document Review
➢ Review the Project close-out documentation prepared by the Construction Manager including
Notice of Completion, final payment, lien releases, warranty tabulation, and executive summary
report.
TASK 9.0 LABOR COMPLIANCE AND COMMUNITY WORKFORCE AGREEMENT
ADMINISTRATION
9.1 Labor Compliance and Community Workforce Agreement (CWA) Administration Plan
➢ Prepare a Labor Compliance and CWA Administration Plan detailing the procedures to
implement a labor compliance program (LCP) and comply with the provisions of the CWA.
9.2 Labor Compliance
➢ Implement a comprehensive LCP including, at a minimum, determination of prevailing wages;
review, tracking, and auditing of certified payroll reports (CPRs); compilation of required forms
and documents from General Contractor and subcontractors; job site interviews; tracking of
training fund contributions; and monitoring of apprentice utilization.
➢ Investigate and resolve labor compliance issues on the project level when applicable and refer
violations to the State Division of Labor Standards Enforcement as necessary.
9.3 CWA Administration
➢ WSC’s subconsultant, Golden State Labor Compliance, will serve as the Community Workforce
Coordinator as defined in the CWA and administer the CWA on behalf of the City. CWA
administration will include, at a minimum, collecting letters of assent, compiling monthly trust
fund payments, compiling core employee lists, presenting CWA requirements at the pre-bid
meeting, collection and management of craft request forms, management of grievances, and
tracking local worker participation.
➢ Participate in JAC meetings as detailed in Task 1.12.
9.4 Monthly Reports
➢ Prepare a monthly report detailing, at a minimum, the status of LCP and CWA documentation
from General Contractor and subcontractors of every tier, percentage of hours worked by local
residents, and outstanding issues related to labor compliance and CWA requirements.
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9.5 Close-Out Report
➢ Prepare a close-out report tabulating General Contractor and subcontractor compliance with
the local worker participation goals; evaluating the ability of craft unions to refer sufficient
numbers of local workers; descriptions of disputes among General Contractor, City, unions, and
subcontractors, whether formal or informal, and corresponding resolution; description of
enforcement actions taken by City; tabulation of prevailing wage, fringe benefit, and apprentice
utilization requirements by General Contractor and subcontractors; and description of lessons
learned and opportunities for improving labor compliance and CWA administration efforts on
future projects.
TASK 10.0 PHASE 5 – PROGRAM CLOSE-OUT
10.1 Project Archive
➢ Perform a final audit of the Procore database for completeness. Coordinate with Project Team
members to populate missing content in Procore prior to archiving the database.
➢ Prepare and transmit an archive of the Procore Program database.
10.2 Close-Out Report
➢ Prepare a close-out report describing each phase of the Program, summarizing the final Program
budget and schedule, and detailing lessons learned.
10.3 Funding/Financing Close-Out
➢ Coordinate with SRF and CalOES as necessary to prepare and submit final reports and close-out
the SRF loan and Hazard Mitigation Grant, respectively.
10.4 City Council Presentation
➢ Prepare a PowerPoint presentation for City Council summarizing the Program, highlighting key
milestones and accomplishments, and reporting the final budget and schedule.
➢ Assist the City in preparation of a staff report and participate in City Council meeting to present
final Program staff report.
OPTIONAL TASK 1.0 ASSET MANAGEMENT SUPPORT
This scope of work is to support the City in capturing asset attribute data during construction, and
loading the collected data into the asset registry of the City’s Infor MP2 computerized maintenance
management system (“MP2” or “CMMS”) that includes the City’s asset registry for plants, and is used to
issue work orders, schedule preventive maintenance, plan maintenance projects, and capture
equipment history. The objective of this effort is to support the City’s implementation of Asset
Management best practices in operating and maintaining the newly constructed assets.
O1.1 Asset Management System Data Management
➢ Chair one (1) 2-hour task kickoff meeting. Up to four (4) members from the Program Team will
be a part of the meeting. Level of effort for this task assumes 30 hours of support.
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➢ Request existing data and documentation currently used by the City for analysis and preparation
for work process workshops. Conduct two (2), 4-hour process workshops to establish data
management steps, roles and responsibilities. Up to three (3) members from the Program
Management team will be a part of the meeting. Level of effort for this task assumes 80 hours of
support.
➢ Produce a work plan that includes workflows and recommended asset attributes to be
submitted for new assets. Level of effort for this task assumes 88 hours of support.
➢ Support the compilation of General Contractor’s submittals for loading into the City’s MP2
system during three (3) separate construction phases. It is expected that the Construction
Manager will review and approve these submittals for completeness and correctness and that
the submitted documentation will be available in a digital form. This documentation will include,
but not be limited to, as many of the following as are applicable for each asset:
(1) Manufacturers’ Operations and Maintenance Manuals
(2) Manufacturers’ Specifications
(3) Manufacturers’ Cut Sheets
(4) Contract Specifications
(5) Electrical Wiring Drawings
(6) Lists of Spare Parts supplied and/or recommended
(7) Manufacturers’ Recommended Preventive Maintenance Procedures and Frequencies
(8) Photographs
(9) Other Technical Information and Drawings
Level of effort for this task assumes 48 hours of support.
➢ Extend the City’s existing Equipment Summary Sheet (ESS) template spreadsheet to include
additional attribute data specified in the City’s standard for each asset type. Level of effort for
this task assumes 24 hours of support.
(1) It is expected that the City will provide an asset definition defining its policy for the
smallest items that will be considered an asset, a list of desired and required attributes
to be collected for each asset sub-class, lists of valid entries (or domains) for each
attribute and conventions for creating asset IDs and asset naming.
➢ Providing the enhanced ESS spreadsheet to the General Contractor and/or the Construction
Manager for entry of the City’s required equipment and asset data as agreed upon in the
established workflows.
➢ Performing quality assurance validations and verifications of asset registry data prior to loading
into MP2. Level of effort for this task assumes 40 hours of support.
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➢ At the conclusion of each construction phase, assist the City in Extracting, Transferring, and
Loading (ETL) the asset data for that phase into MP2’s asset registry. It is assumed that the City
will ETL the asset data and the Program Team will provide technical assistance as needed. Level
of effort for this task assumes 72 hours of support.
O1.2 Support New Asset Hierarchy Development
➢ Support the City in revising its MP2 asset hierarchy to accurately reflect equipment installed and
replaced during the three phases of the project. Two (2) 4-hour workshops will be conducted to
support this task. Level of effort for this task assumes 56 hours of support.
➢ For the new assets documented during the project as well as existing equipment, an asset
hierarchy will be designed to reflect:
(1) Hierarchical (i.e., parent/child) relationships for equipment installed during the three
construction phases, including assets that are new, retired, repurposed, moved,
replaced, and unchanged
(2) Plant management’s operational and reporting needs
(3) City’s standards for asset hierarchies in MP2
Level of effort for this task assumes 40 hours of support.
➢ The Program Team will produce a technical memorandum summarizing its asset hierarchy
recommendations.
O1.3 Asset Management System Technical Support
➢ Provide technical support to the City for all other aspects of the City’s implementation of its
Asset Management System not identified in Tasks O1.1 and O1.2. The Program Team will inform
the City if the requested support is expected to exceed the budgeted hours and will not exceed
this budget without City approval. Level of effort for this task assumes 132 hours of support.
Exclusions and Assumptions
The scope and budget developed for this task assumes the following:
• MP2 is the target asset data repository and provides an automated method of batch
loading asset data. City will provide this format as part of the initial analysis.
• Assets are part of a plant or similar facility with hierarchical asset structure. Linear
assets (e.g., pipes) are a minor component and do not require any integration with a
geographic information system.
• The City has a current work process for managing and loading data. The focus of this
effort will be to improve and refine the process.
• City has sufficient technical resources to perform the bulk of the data loading into MP2.
The Program Team will provide the data tools, define the processes and data templates,
and provide as-needed support.
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• Assets will be managed in three phases consistent with the construction schedule and
only for new assets. Data loading will occur during each phase.
• Scope does not include research or development efforts to identify and populate
missing data in data submittals. Any data research and development will be performed
by City staff. This includes any data submittals that need to be converted into digital
form.
• Parts and maintenance requirements are not included.
• Contract updates or updated submittal requirements are not included.
Deliverables: Meeting Agendas and Minutes, Enhanced ESS Entry Template for Asset Data
Entry, Asset Data Management Work Plan, Establishing Asset Hierarchy Technical
Memorandum
OPTIONAL TASK 2.0 PARTNERSHIPS
O2.1 California Polytechnic State University (Cal Poly)
➢ Collaborate with the City to identify potential strategies to enhance the City’s partnership with
Cal Poly.
➢ Support the City in developing a research partnership with Cal Poly, including coordinating and
attending meetings as required.
➢ A budget of 120 hours was assumed due to the uncertainty related to the level of effort for this
task.
O2.2 One Water Learning Center
➢ Identify and pursue potential partnerships, including public-private partnerships, that could
support the build-out of the One Water Learning Center.
➢ Coordinate, prepare for, and attend meetings as required.
➢ This task does not include procurement of a design-builder to design and construct the exhibits
in the One Water Learning Center.
➢ A budget of 120 hours was assumed due to the uncertainty related to the level of effort for this
task.
Deliverables: Meeting Agendas and Minutes
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OPTIONAL TASK 3.0 MAINTENANCE OF PLANT OPERATION
COORDINATION
At the City’s request, WSC can provide a MOPO Liaison to coordinate with City Operations staff and
minimize the impacts of construction on WRRF operations. The MOPO Liaison will engage with City
Operations staff to facilitate the implementation of the General Contractor’s outage requests, tie-in
plans, bypass pumping operations, and process cutovers. The MOPO Liaison will attend MOPO
Meetings with the Construction Manager and General Contractor and will chair internal MOPO
Coordination Meetings with City Operations staff to develop operational strategies and revised
operating procedures to accommodate the General Contractor’s construction activities.
O3.1 MOPO Liaison
➢ Provide a liaison to coordinate potential impacts to the WRRF operation between the General
Contractor and City Operations staff.
➢ Maintain a log of planned and completed shutdowns and construction activities that could
potentially impact current plant operations.
➢ Participate in site walks with City Operations staff, the Construction Manager, and the General
Contractor to aid in the development of MOPO submittals.
O3.2 MOPO Coordination Meetings
➢ Plan, organize, and conduct MOPO Coordination Meetings with City Operations staff on a semi-
monthly basis to review MOPO log and discuss planned shutdowns, tie-ins, and other impacts to
plant operations. MOPO Coordination Meetings are intended to include the majority of the
WRRF Operations staff and provide a forum to update staff on the status of construction
activities that may impact WRRF standard operating procedures. In addition, MOPO
Coordination Meetings will be used to discuss specific strategies and procedures to be employed
by WRRF Operations to accommodate the General Contractor’s work plan.
O3.3 Document Review
➢ Coordinate review of General Contractor’s MOPO submittals by City Operations staff and
compile review comments from City reviewers.
O3.4 Revised Operating Procedures
➢ Develop revisions to WRRF standard operating procedures as required to accommodate
extended shutdowns and process changes anticipated during construction (e.g., chemically-
enhanced primary treatment, sludge co-thickening, etc.).
Deliverables: Meeting Agendas and Minutes, Revised Operating Procedures
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City of San Luis Obispo Recurring Meetings Summary
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Recurring Meetings Summary
The following table summarizes the recurring meetings and workshops for Phases 4 and 5. For efficiency and cost-effectiveness, meetings will be combined when possible.
ATTENDEES
Meeting Name Purpose Duration
(hours) Frequency Number City WSC/HDR Jacobs Carollo Contractor Other
CMT Meeting Discuss Program level issues with the Core Management Team 2 Monthly 44 X X X X
Project Management Meeting Discuss construction-specific issues with the CMT in the absence of the
General Contractor. 2 Monthly 44 X X X X
Consultant Coordination Meeting Facilitate the development of deliverables and the delivery of
consultant scopes of work. 2 As-Needed 4 X X Env. Consultant,
Cx. Coord.
Construction Meeting Discuss status of construction and key issues with the CM, Design
Engineer, and General Contractor. 2 Monthly 44 X X X X X
Progress Meeting Discuss project status, schedule, and key issues. 2 Weekly 191 X X X X X Key
subcontractors
Pre-Submittal Meeting Review specification requirements and discuss key considerations in
advance of formal transmittal of key equipment submittals. 2 As-Needed 10 X X X X X Key subs and
suppliers
Pre-Installation Meeting Discuss the installation of critical pieces of equipment. 2 As-Needed 10 X X X X X Key subs and
suppliers
Process Instrumentation and Control
System Coordination Meeting Discuss the development of process control system. 4 As-Needed 6 X X X X X Systems
integrator
Applications Software Development
Meeting
Discuss development of the SCADA applications software and
SCADA/HMI graphics. 4 As-Needed 8 X X X X X Systems
integrator
Underground Task Force Meeting Discuss planned utility tie-ins and resolve unforeseen field conditions
in a timely manner. 2 As-Needed 28 X X X X X
WRRF Staff Meeting Present an update on the status of the WRRF Project to City
Operations staff. 1 Monthly 44 X X
MOPO Contractor Meeting Discuss shutdowns, tie-ins, impacts to plant operations, and proposed
plan to maintain plant operations during interim operating conditions. 1 Semi-Monthly
(As-Needed) 44 X X X X X
Joint Test Group Meeting
Collaborate with the General Contractor, Design Engineer,
subcontractors, and key suppliers to advise and assist with the
development of the start-up and commissioning plan and testing
activities.
2 Semi-Monthly
(As-Needed) 88 X X X X X
Integrator, key
subs and
suppliers
Funding, Financing and Cash Flow
Meeting
Discuss status of outside funding sources and review Program cash
flow. 2 Quarterly 12 X X
Schedule Review Meeting Discuss monthly Baseline Construction Schedule update. 2 Monthly 44 X X X X
Partnering Discuss project status, dispute resolution, shared risk registry, and
success of partnering efforts. 4 Quarterly 14 X X X X X Key
subcontractors
Joint Administrative Committee
Meeting
Discuss status of the CWA, compliance with local worker participation
goal, grievances, and outstanding issues. 3 Quarterly 14 X X Unions, CWA
Coordinator
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Item 9
City of San Luis ObispoProgram Management Phases 4 and 5 ‐ Water Resource Recovery FacilityCost Proposal4/2/2019WSC Labor HoursWSC FeeLabor Hours Labor Fee Labor Fee Labor Fee Total Fee0 Program PlanningSUBTOTAL 60 15,435$ 36 8,295$ ‐$ ‐$ 23,730$ 1 Program ManagementSUBTOTAL4621 1,142,824$ 3762640,713$ ‐$ ‐$ 1,783,537$ 2 Submittal and RFI ReviewSUBTOTAL8020,040$ 609,923$ ‐$ ‐$ 29,963$ 3 Permitting SupportSUBTOTAL8020,968$ 8013,230$ ‐$ ‐$ 34,198$ 4 Funding and Financing SupportSUBTOTAL8821,056$ 35258,212$ ‐$ ‐$ 79,268$ 5 Public and Stakeholder OutreachSUBTOTAL548 101,780$ 406,615$ ‐$ 5,250$ 113,645$ 6 Maintenance of Plant OperationSUBTOTAL8017,920$ 406,615$ ‐$ ‐$ 24,535$ 7 Start‐Up and CommissioningSUBTOTAL5613,988$ 18036,912$ ‐$ ‐$ 50,900$ 8 Construction Close‐OutSUBTOTAL163,968$ 162,646$ ‐$ ‐$ 6,614$ 9 Labor Compliance and CWA AdministrationSUBTOTAL11228,076$ 12019,845$ 267,750$ ‐$ 315,671$ 10 Program Close‐OutSUBTOTAL6616,872$ 10417,199$ ‐$ ‐$ 34,071$ COLUMN TOTALS 5,807 1,402,927$ 4,790 820,204$ 267,750$ 5,250$ 2,496,131$ TECHNICAL CONTINGENCY 124,807$ TOTAL 2,620,938$ 1Optional Tasks:OT 1 Asset ManagementAsset Management TOTAL8017,920$ 584 187,425$ ‐$ ‐$ 205,345$ OT 2 PartnershipsPartnerships TOTAL24058,312$ 0‐$ ‐$ ‐$ 58,312$ OT 3 Maintenance of Plant Operation SupportMaintenance of Plant Operation Support TOTAL950 192,556$ 0‐$ ‐$ ‐$ 192,556$ OPTIONAL TASKS TOTAL1,270 268,788$ 584187,425$ ‐$ ‐$ 456,213$ Task No. Task DescriptionALL FIRMSWSC Golden State SlotographyHDRPacket Pg. 145Item 9
Department Name: Utilities
Cost Center: 6101
For Agenda of: December 4, 2018
Placement: Business
Estimated Time: 30 minutes
FROM: Carrie Mattingly, Utilities Director
Prepared By: David Hix, Deputy Director Utilities
Lianne Westberg, Assistant WRRF Program Manager, Water Systems
Consulting, Inc.
SUBJECT: WATER RESOURCE RECOVERY FACILITY PROJECT - AUTHORIZATION
TO BID
RECOMMENDATION
1.Approve plans and specifications (Reading File) for the Water Resource Recovery Facility
Project, Specification No. 91620; and
2.Authorize staff to advertise for construction bids pending City Engineer’s approval of the bid
set; and
3.Authorize the City Manager to award the contract if the lowest responsible bid is within the
project construction budget of $111,600,000; and
4.Approve amended WRRF Project-specific Construction Contract Change Order policy
Attachment A) and authorize the Utilities Director to be responsible for construction
contract change orders (CCOs) for the WRRF Project in any amount with the limitation that
the sum total of all CCOs not exceed the contingency budget amount of $13,390,000; and
5.Authorize the Utilities Director to substitute an Enhanced Local Outreach Program
Attachment C) in the WRRF bid documents if a fully executed Community Workforce
Agreement (Reading File) by all Trades Council affiliates is not received by December 4,
2018 at 5:00 p.m. in a final form acceptable to the City Attorney.
DISCUSSION
The Water Resource Recovery Facility (WRRF) Project has reached the 95% design milestone.
Completion of the WRRF Project will allow the City to meet stringent mandatory State water
quality requirements, replace old and aged infrastructure, maximize recycled water production,
and ensure wastewater capacity to meet the City’s 2035 General Plan. All plans and
specifications are near completion with minor quality assurance and quality control items
pending. These documents are available for review in the City Clerk’s office, 990 Palm Street .
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Item 9
Project Costs and the Bid Package
Based on the 95% design, the cost estimate reflects increases associated with the more detailed
design and thorough estimation process. The design engineer provided low, median, and high
cost estimates for the project. The range of cost estimates are provided below:
WRRF Project Cost Estimate
Design
Milestone
Low Median High
95% Design $102,960,000 $ 114,400,000 $131,560,000
This estimate captures recent price increases in concrete, steel, and electrical components, as
well as increases in several unit processes including the membrane bioreactor. Cost savings of $7
million from value engineering are also reflected in this estimate.
Because of the uncertain bidding climate, the Water Resource Center is an ‘additive alternate’ in
the bid package. This approach preserves maximum flexibility for the City by allowing this
portion of the project to be separated out if necessary due to funding constraints.
Effective communication is the key to this project’s success and that communication is laid out
in the bid package’s contract documents. The organization and formatting of these documents is
in the language of the construction industry providing a means of communication between the
owner, contractors, subcontractors, suppliers, bidders, and building officials. City staff and the
WRRF team have paid meticulous attention to the contract documents to make this project clear
to administer and fair for all parties involved.
The bid package will not be released for advertising until after it is approved by the City
Engineer. This ensures that all City conditions and requirements will be met , and the project is
consistent with the City’s development guidelines.
Revised Contract Change Order Policy
The City’s Contract Change Order (CCO) policy is appropriate and useful for its typical CIP
projects. For a project the size of the WRRF Project, the largest undertaken in City history, a
project -specific contract change order policy has been prepared for Council’s consideration and
approval (Attachment A). While the goal is to keep change orders to a minimum, unknowable
project conditions will inevitably surface with cost potential over $100,000 highly likely.
Streamlin ing CCO approvals and avoiding idling manpower and equipment will save the project
time and money and assist with minimizing schedule impacts, an important project outcome
related to regulatory requirements.
Expertise from the WRRF project team and City Engineer were used to identify appropriate
thresholds for the proposed project -specific CCO Policy. The revised policy is consistent with
other public agencies that have completed similar projects.
The proposed policy authorizes the Utilities Director to approve all CCOs of any amount as long
as the running total of all approved CCOs does not exceed the total authorized contingency
amount of $13,390,000.
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The Project Manager will have the authority to approve CCOs under $100,000 with concurrence
from the Utilities Director. The proposed project -specific CCO Policy stipulates when the sum of
all CCOs reaches 75% of $13,390,000 ($10,042,500), the Utilities Director will inform the City
Manager and Finance Director of project status and the sufficiency of funding to complete the
project .
WRRF Project Phases and Milestones
The WRRF Project is divided into five phases. The bid package will be released at the end of
January 2019 with construction expected to begin in May. A detailed milestone schedule is
provided as Attachment B.
Work Efforts Recently Completed:
Construction Management and Inspection Services Agreement. On September 18, 2018,
Council awarded a contract to Carollo Engineers to provide Construction Management and
Inspection Services for the WRRF Project. Carollo brings extensive experience and expertise in
construction management and inspection services particularly with Membrane Bioreactors (MBR)
and Ultraviolet (UV) disinfection that will be utilized at the WRRF.
Building Permit Review. The Community Development Department building division review is
near completion and will be integrated into the plan and specifications. This effort involved the
coordination and collaboration with the Community Development, Fire, and Public Works
Departments to ensure that the project meets City development standards. These improvements
include, frontage improvements, traffic and parking, onsite stormwater management, and flood
modeling.
Community Workforce Agreement. On November 13, 2018, Council agreed to enter into a
Community Workforce Agreement (CWA) between the City and the Building and Construction
trades. This agreement allows the prioritization of local hires, preserves the construction
management and inspection services already under contract by the City, maintains opportunities for
local contractors to participate in the project and will not unduly affect the cost, schedule, or quality
of the WRRF Project. The proposed actions include a contingent action to authorize the Utilities
Director to substitute an Enhanced Local Outreach Program should a fully executed copy of a CWA
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not be delivered to the City by December 4, 2018 at 5:00 pm. This timing is critical in order for the
City to continue progress towards bidding and commencement of construction.
Enhanced Local Outreach Program. The draft Enhanced Local Outreach Program (Attachment
C) will need to be finalized (based on Council feedback) in coordination with the City Attorney and
incorporated into the WRRF bid documents. The program will include outreach to local contractors
and local residents and will culminate in the development of a database with contact information for
interested parties. This database will be provided to prospective bidders. Prospective bidders will be
required to solicit subcontract bids from local contractors and notify local residents of potential
employment opportunities on the WRRF Project.
The bidders’ compliance with the enhanced local outreach program will be evaluated as a part of the
City’s bid review process. Bidders who do not comply with the enhanced local outreach program
would be subject to disqualification.
Execution of the State Revolving Fund Agreement for Funding. On November 13, 2018,
Council approved a Clean Water State Revolving Fund loan agreement of up to $140 million at an
interest rate that is half the State’s General Obligation Bond interest rate or 1.8 percent. This
agreement ensures a funding stream for the project including $4 million of principal forgiveness
from green project reserve funding.
Contractor Prequalification. On April 17, 2018, Council approved a Request for Statements of
Qualifications for general and sub-contractors for the WRRF Project and authorized the City
Manager to approve the final list. Prequalification allows the City to assess a contractor’s
experience, past performance, and financial status on work like the WRRF project to better ensure
qualified bidders. Five General Contractors and two Control System Integrators have been
prequalified while a determination regarding Electrical sub-contractors is pending. Staff believes
this will be completed in December 2018.
Upcoming WRRF Project Items:
Phase 4 Program Management Services, Engineering Services During Construction, Labor
Compliance, CWA administration. City staff will return to Council with requests for these
services. Program services will assist the City in managing the numerous contracts, agreements,
permits and requirements during construction while engineering services will assist the
construction manager and review and manage the numerous engineering and construction
submittals, reviews and tasks during construction. Labor compliance and CWA administration
are necessary services to ensure compliance with State labor requirements and the CWA.
Policy Context
The City’s National Pollutant Discharge Elimination System permit for WRRF operations
requires the facility processes meet more stringent requirements. The WRRF Project will
accomplish this when it is complete.
The WRRF Project includes a capacity component that aligns with the City’s 2035 General Plan
build-out population.
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Public Engagement
Extensive public engagement occurred as the first step of this project; prior to the beginning of
Facility Plan which informed the final design. There is a WRRF Project website and routine
updates included in the Utilities Department Resource newsletter, along with a special, project -
specific direct mailing.
Bidders on the WRRF Project have been pre-qualified through a robust process that included
extensive personal outreach by the Project Team. Public engagement will continue throughout
the project.
CONCURRENCE
Utilities has collaborated with the Public Works Department and Community Development.
Community Development concurs with the environmental review findings. The Public Works
Department and Community Development have reviewed the Building Permit Submittal.
Comments will be incorporated into t he Bid Set, and the City Engineer will provide final
approval.
ENVIRONMENTAL REVIEW
The Environmental Impact Report (EIR) for the WRRF Project was certified by Council on
August 16, 2016.
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FISCAL IMPACT
Budgeted: Yes Budget Year: 2019-2022
Funding Identified: Yes
The WRRF Project will primarily be financed through a low -interest SRF loan administered by
the State Water Resources Control Board (SWRCB) Water Recycling Funding Program. The
City will receive a maximum loan of 140 million dollars, with four million dollars of principal
forgiveness. Thus, the principal to be repaid over 30 years will be 136 million dollars. Payments
from the City to the SWRCB will start one year after construction completion. At 1.8 percent
interest, the annual payment to the SWRCB will be $5,906,675. The Sewer Fund long-range
fund analysis has programmed sufficient revenues and adequate cash flow to meet the terms of
the agreement including the maintenance of one year of payments in reserve and a 12 percent
City-he ld contingency. Construction phase professional services include construction
management, engineering services during construction, labor compliance, CWA administration
and phase 4 and 5 program management. These services are eligible for reimbursement fro m the
SRF loan. The construction budget is provided below.
WRRF Project Construction Budget
Construction cost budget $111,600,000
Project contingency / budget allowance (12%) $13,390,000
Construction Phase Professional Services $15,010,000
Total $140,000,000
Maximum Loan Amount $140,000,000
The sewer fund is positioned to cover the long-term debt service and on-going operations and
maintenance after project completion. Operations and maintenance costs will require some
adjustment s as more accurate estimates become available and the upgraded WRRF comes on
line. The annualized on-going costs shown below are the 2018-19 WRRF operating budget and
the SRF loan payment .
Fiscal Analysis:
Funding Sources
Current FY
Cost
Annualized
On-going Cost
Total Construction
Cost
Sewer Fund $3,892,439
State $5,906,675 $ 140,000,000
Federal
Fees
Other:
Total $9,799,114 $ 140,000,000
Two grants are in the approval process (CalOES /FEMA and Integrated Regional Water
Management Plan). If the grants are successful through their respective processes, they are
expected to total about $3 million.
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ALTERNATIVES
Deny or defer approval to advertise. The City Council may choose to deny or defer the approval
to advertise this project. If Council decides to defer advertising, staff could come back to Council
early next year to obtain approval to advertise. However delaying authorization beyond this year
could impact the project schedule resulting in possible additional costs.
If Council elects to defer for a long period of time or deny the project, staff could continue to
operate the WRRF with its existing processes and in its existing condition (to the extent
possible), however the City would not meet water quality requirements set by the Central Coa st
Regional Water Quality Control Board and subject to enforcement action, and possible penalties
and fines.
AVAILABLE FOR REVIEW IN THE CITY CLERK’S OFFICE
Plans, Specifications and Cost Estimate for the Water Resource Recovery Facility Project,
Specification No. 91620.
November 13, 2018 Community Workforce Agreement
Attachments:
a - Revised Change Order Policy-WRRF Project
b - WRRF Project Timeline
c - Local Contractor Good Faith Outreach Requirements_20180907
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CityofSanLuisObispo, PublicUtilities, 879MorroStreet, SanLuisObispo, CA, 93401-2710, 805.781.7215, slocity.org
CONSTRUCTION CONTRACT CHANGE ORDERS FOR THE WATER
RESOURCE RECOVERY FACILITY PROJECT
Financial Management Manual – Section 225 – Revised for Referenced Project Section
CONSTRUCTION CONTRACT CHANGE ORDERS
OVERVIEW
When the City awards a construction contract, the need for contract change orders (CCO’s)
is not unusual. CCO’s are required whenever the scope of work changes from that in the
original contract or an unknown condition of the site requires a change in the scope of work.
Usually a contingency amount is established when the project budget is finalized upon
contract award to accommodate limited CCO’s. The purpose of this policy is to establish
limits of authority for approving construction project CCO’s.
GOALS
1. Ensure appropriate authority and accountability in the approval of change orders.
2. Minimize the time needed to approve a CCO in order to avoid project delays.
3. Establish a system under which the organizational level at which approval is given is
commensurate with the size of CCO and size of project.
4. Eliminate the potential for approval of a CCO when cont ingency funds are insufficient.
POLICIES
Conditions for Approval of CCO's by Staff
1. Sufficient contingency funds are budgeted and available in order for the Public Works
Director or City Manager (approved designees) Utilities Director to approve a CCO.
2. The nature of work in the CCO is not significantly different from that in the contract.
3. Authorization limits are based on an individual CCO amount, not the or aggregate
amount of all CCO’s.
4. Authorization limits apply to CCO’s for increases in contract amounts only.
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5. When the aggregate amount of CCO’s reaches 75% of the contingency, the awarding
authority the City Manager and Finance Director shall be informed of the status of the
project and the sufficiency of funding to complete the project.
6. Work will not be broken up into multiple CCO’s in order to circumvent this policy.
7. All CCO's must be in writing and approved by the appropriate contract part ies consistent
with the authorized limits established in this policy.
8. A copy of each approved CCO will be transmitted promptly to the Finance Division.
9. The Purchasing Authority may grant approval of CCO's in excess of $100,000 under the
following circumstances (all three factors must be present):
a. Immediate approval of the CCO is necessary to avoid delay.
b. The CCO is an integral and mandatory component of the project.
c. The costs associated with delay of the project would be excessive.
The Project Manager Utilities Director is responsible for carrying out this policy.
10. The Purchasing Authority is also authorized to approve CCO’s in excess of $100,000
related to Job Order Contract Task Orders.
Authorization Limits
1. Public Works Director/ Designee Project Manager - Not to exceed $100,000
2. Utilities Director – None on individual; CCO’s with the Cumulative approved CCO
total, limited to approved project budget . Purchasing Authority (City Manager/Designee)
Not to exceed $100,000
3. City Council Greater than contract or $100,000 approved project budget.
See circumstances above where the Purchasing Authority may approve CCO’s in excess of $100,000.
Originally Approved by the Council on August 3, 1993; Revised by the Council on April 15, 2003 and June
2, 2015
Approved by the Council on December 4, 2018 for the Water Resource Recovery
Facility Project, Specification 91620, Exclusively
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LOCAL BUSINESS ENTERPRISE
GOOD FAITH EFFORT
OUTREACH REQUIREMENTS
WRRF UPGRADE PROJECT)
Specification No.: ____________
1. POLICY.
The City of San Luis Obispo’s Local Business Enterprise Outreach and Opportunities
Program (LBEP) is designed to maximize participation of diverse, qualified, local
contractors, consultants, and material suppliers seeking to do business on City of San Luis
Obispo projects. Effective implementation of LBEP is a requirement of the project and
award of a contract will be determined, in part, by the Contractor’s demonstrated good faith
efforts in conducting effective outreach to local contractors. Failure to comply with the
requirements herein shall render the bid as non-responsive.
2. DEFINITIONS.
a) For the purposes of this program, a Local Business Enterprise (“LBE”) means a
business that is a firm or dealer with fixed offices located in and having a street address
within the County of San Luis Obispo and holds a valid business license issued by
either the County or a city within the County for at least six months prior to the date
upon which a request for sealed bids or proposals is issued.
b) Vendor/Material Supplier: An individual, partnership, corporation or other legal entity
that provides equipment, materials or supplies under an executed contract.
c) Written Communication: Any handwritten or typed correspondence delivered by e-
mail, fax, or U.S. mail.
e) Outreach Forms:
1) Schedule A-1, Designation of All Subcontractors/Vendors/Service Providers
2) Schedule A-2, Subcontracting Opportunities and Contact Log
3. OUTREACH RESOURCES PROVIDED BY THE CITY.
a) Outreach materials provided by the City shall be the primary source of outreach activity.
Contractors are encouraged to supplement but not replace the City provided materials.
City-provided outreach materials include:
1) LBEP List: This list shall be used as the primary source for outreach activity
and consists of potential subcontractors and vendors/material suppliers specific to
the project.
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a. The bidder will use the LBEP List through the following website: [need
to create website based on RFQ].
b. For each category of work identified by the bidder as a subcontracting
opportunity in schedule A-2, the bidder will contact each LBE listed and
shall comply with the outreach requirements in Section 4 below.
4. OUTREACH ACTIVITY REQUIREMENTS AND EVIDENCE OF FULFILLMENT.
a) The bidder shall conduct pre-bid outreach activities to provide equal opportunity to all
firms, including LBEs, to participate on the project. Outreach solicitations shall occur prior
to submission of the bid to be considered good faith outreach efforts. The following table
outlines the outreach activity requirements and evidence of fulfillment . Outreach activities
identified with an “M” on the left hand column are mandatory outreach efforts; outreach
activities identified with a “R” are strongly recommended, but are not mandatory:
Outreach Activity Requirements
Description
M Identify Work that can be Subcontracted.
Evidence of Fulfillment :
i) Complete and submit Schedule A-2 by entering:
A description of each item of work solicited from subcontractors;
Estimated cost of work, materials or services;
Percent of total fee; and
Whether or not a subcontractor or vendor was selected, and the reason
for selection/non-selection.
M Notify firms on LBEP List of subcontracting opportunities for each category listed
on Schedule A-2.
Notifications must occur no fewer than 14 calendar days prior to the bid
due date. One contact must be written (mail, email, or fax) and one contact
must be verbal (telephone or personal meeting).
Notification shall name the City as project owner; identify work
available to subcontractors; bid due date; contact information including
but not limited to telephone number, e-mail and name of contact; and, all
available times and locations where plans, specifications and bid
documents can be viewed or copied.
Evidence of Fulfillment
i) Provide copies of letter and written communication (including e-mail or fax) sent
to firms on the LBEP List. If other sources were identified by the bidder, provide
copies of letter and written communication (including email or fax) on those other
sources.
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ii) Complete and submit Schedule A-2 to document contact with small contractors,
including:
Name and title of each person contacted;
Fax, e-mail, and phone number of the company;
Whether the firm submitted a bid to the contractor, and
If bid submitted to contractor, reason the firm was not selected to work
on the project.
M The bidder negotiated in good faith with the LBEs and did not unjustifiably reject
as unsatisfactory bids prepared by any LBEs as determined by City.
Evidence of Fulfillment:
Copies or list of all bids and a spreadsheet listing all bids with firm name,
contact person, bid items(s), bid price, LBE classification, and comments re-
selection or rejection
LBE bids accepted and included in bid response
R
The bidder advertised, not less than ten (10) calendar days before the date the bids
are opened, in one or more local daily or weekly newspapers, trade association
publications, minority or trade-oriented publications, or trade journals for LBEs that
are interested in participating in the project.
Evidence of Fulfillment :
Copy of advertisements, certified letters, successfully completed faxes
and/or other notices to LBEs with selected specific items identified.
R
The bidder followed up initial solicitations of interest by contacting the enterprises
to determine with certainty whether the enterprises were interested in performing
specific items of the project.
Evidence of Fulfillment :
Copy of published advertisements, letters, successfully completed faxes, etc.
with LBE name/contact information including the required information or
directions on how to obtain it and the date the information was provided
Agenda, meeting notes, etc. including specific topics discussed, LBE firm
names and contact persons in attendance that received information, and the
location and date information was provided
5. OUTREACH RESULTS: REPORTING REQUIREMENTS.
Upon completion of the outreach activity requirements and as requested by the City, bidders shall
submit the following items no later than the close of two business days after the bid opening.
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Within two (2) days of written request from the City, the two responsible bidders with the lowest
responsive bids must submit to the Project Manager the following:
Required Forms Included
Completed Schedule A-1.
Completed Schedule A-2
Letters of Intent to all Subcontractors
Evidence of Contact with LBEs on the LBEP List (examples: dated
e-mail, fax or letter).
Evidence of Fulfillment information described in Section 4 above.
6. SUBCONTRACTOR SUBSTITUTION.
a) Written authorization from the City is required prior to substitution of any subcontractor.
Subcontractors may be substituted based on the criteria below:
1) For any reason stated in California Public Contract Code Section 4107 which are
incorporated herein.
2) For reasons, which the City in its judgment, deems to be in the best interests of
the City, except where prohibited by law.
7. AWARD OF AGREEMENT.
The Contractor’s good faith outreach efforts will be reviewed by the City’s Director of Utilities or
his/her designee, prior to the award of a contract, to determine whether good faith outreach efforts
requirements, if applicable, were met.
8. POST-AWARD MONITORING.
a) To ensure compliance with Contractor stated commitments, the City will monitor
subcontracting activity throughout the duration of the contract. To comply with post -award
monitoring the bidder shall:
1) Ensure that subcontractors and suppliers perform the type of work and the
quantity of work as specified in Schedule A-1.
2) Provide the City with any additional reports, subcontracts, or other information
deemed necessary for determining Contractor’s compliance with its subcontracting
commitment.
3) Maintain all reports and corresponding information for a period of no less than
three years after the completion of the project, or until such time a program audit
has been completed on the project by the City, whichever occurs first.
9. LBEP NONCOMPLIANCE.
a) Failure by the Contractor to fulfill any of the Program guidelines constitutes brea ch of a
contractual obligation and may result in City-imposed sanctions on the Contractor. Upon
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determining that a Contractor is not in compliance with Program guidelines, the City may seek,
without limitations, the following remedies:
1) Withholding progress payments until the City deems the Contractor to be in
compliance.
2) Withholding an amount equal to the unmet portion of the amount contracted to
the subcontractor, vendor, or supplier in question.
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